This is a preview. View original post on this site
We falsely think that we are doing our jobs as managers by giving performance feedback—constructive or otherwise—to employees. Not so, according to Marcus Buckingham and Ashley Goodall in their article, “The Feedback Fallacy,” which appeared in the March-April 2019 issue of the Harvard Business Review.
Feedback focuses employees on their shortcomings. Developmental areas, however, aren’t our shortcomings but rather our strengths. One study hooked up brain scans to two groups of students: One group was asked about their dreams, hopes, and ambitions and how they would go about achieving them, while the other group was