1/I've been thinking about the canonical @marcprecipice-ism (for me), which doesn't, exactly, appear in this list.https://twitter.com/marcprecipice/status/791740328361373697 …
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3/When viewed as advice to the report, this is "just tell them already". But viewed as advice for the manager, it's something different.
4/For the manager, it's: don't play broken telephone. It can be tempting to relay feedback, processed through your own biases and goals.
5/But that's, at best, a cop-out. Don't tell someone "I've heard this feedback". Synthesize it into something you're willing to own.
6/And if the feedback is better delivered raw, make sure it's also delivered firsthand. #fin
Agree with all that (obviously). Direct feedback doesn't come up as much in one-off advice since I think it's a company culture thing.
It's harder to shift towards that talking to only one manager from a company. But, as you suggest, not impossible for one to do it alone.
The meta-problem is interesting. What if one doesn’t feel safe to tell someone their concerns?
(Sorry for random interjection.)
(not at all random! It's a very big concern for many.)
And I know a company where the error correction mechanisms just don't work, and people have given up mentioning problems.
I believe it. I would call that bad management.
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