Clearly, just knowing that employee feedback should be timely and useful isn’t enough to make it happen. So what’s stopping managers and leaders helping people get better at what they do so they can do the right things more effectively? The latest brain science has something to say on the matter. On a number levels, the very act of feedback—both giving and receiving—sets off deep alarm bells. You could even argue that we are neurologically wired to avoid the whole feedback conversation.
The Last Feedback Workshop You’ll Ever Need tackles feedback from a new angle, starting with understanding the deep resistance we have to feedback and then exploring ways to overcome and lessen that resistance.