Thanks for the Feedback Quotes

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Thanks for the Feedback Quotes
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“Sixty-three percent of executives surveyed say that their biggest challenge to effective performance management is that their managers lack the courage and ability to have difficult feedback discussions.7”
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
“You know the problem is her—she brings out your worst. But it is your worst. It’s you under pressure, you in conflict. It’s here that we often have the most room to grow. When we are under stress or in conflict we lose skills we normally have, impact others in ways we don’t see, are at a loss for positive strategies. We need honest mirrors in these moments, and often that role is played best by those with whom we have the hardest time.”
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
“It is said that all advice is autobiographical,”
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
“Feedback-seeking behavior - as it's called in the research literature - has been linked to higher job satisfaction, greater creativity on the job, faster adaptation in a new organization or role, and lower turnover. And seeking out negative feedback is associated with higher performance ratings.”
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
“Nothing affects the learning culture of an organization more than the skill with which its executive team receives feedback.”
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
“And sometimes, evaluations contain judgments that go beyond the assessment itself: Not only didn’t you qualify in the backstroke, but you were naïve to think you would, and so, once again, you’ve fallen short of your potential. The judgment that you are naïve or falling short is not based on the assessment—the outcome of the race. It’s an additional layer of opinion on top of it. And it is the bullwhip of negative judgment—from ourselves or others—that produces much of our anxiety around feedback.”
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
“Nothing affects the learning culture of an organization more than the skill with which its executive team receives feedback. And”
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
“Ninety-three percent of American motorists believe they are better-than-average drivers. In a 2007 BusinessWeek poll, 90 percent of the managers surveyed believed their performance in the workplace to be in the top 10 percent.4”
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
“Thanks for the Feedback is about the profound challenge of being on the receiving end of feedback—good or bad, right or wrong, flippant, caring, or callous. This book is not a paean to improvement or a pep talk on how to make friends with your mistakes. There is encouragement here, but our primary purpose is to take an honest look at why receiving feedback is hard, and to provide a framework and some tools that can help you metabolize challenging, even crazy-making information and use it to fuel insight and growth.”
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
“Creating pull is about mastering the skills required to drive our own learning; it’s about how to recognize and manage our resistance, how to engage in feedback conversations with confidence and curiosity, and even when the feedback seems wrong, how to find insight that might help us grow.”
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
“You finally show your professional artist friend the self-portrait you painted. At this stage of your development, what you need is a little encouragement, something along the lines of “Hey, cool. Keep working at it.” What you get instead is a list of twelve things you need to fix. We can flip this story. You showed your work to your professional artist friend because you were hoping for a list of twelve things to fix, and instead get a “Hey, cool. Keep working at it.” How is that going to help you get better?”
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well
― Thanks for the Feedback: The Science and Art of Receiving Feedback Well