This cast describes how give feedback to a project team member if you are a project manager.

Despite Manager Tools stated disavowal of the matrix organizational structure, we've said before we know it exists, and many of us are in one. That means that there are project managers. We've said before that the Manager Tools original Feedback model is for managers only. So what do project managers do?

We're going to address just one part of the PM's challenges here: how to give feedback to project members. And the short answer is: use the Manager Tools PEER Feedback Model. And since now we're applying it to both Peers AND Projects, we might periodically call it the PFM . . . even though we generally shy away from acronyms. This is just another addition to the family of both Feedback casts and Basics casts . . . because we know that high performance managers and leaders and executives provide candid and direct feedback to their directs.

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This cast describes how to give negative feedback in an escalating way, over time, to improve performance.

We are asked every day to help managers solve problems they are facing. The most frequent type of question we get is a manager struggling with a direct's poor performance.

What do we do when we've tried giving negative feedback but it doesn't seem to be working? We've given repeated instances of feedback, and yet we don't see a change in a direct's behavior?

This cast describes behaviors for managers to engage in to ensure that they deliver feedback ethically and professionally.

Mark recently had an experience that was somewhat chilling for him. He was talking to a manager who wanted to show him how good he was at improving. This was a High D, forceful manager who described himself as “a recovering jerk”.

In this cast, we complete our 2-part series on the Starter Feedback Model, an EVEN SIMPLER method for delivering feedback.

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This cast describes an EVEN SIMPLER method for delivering feedback to help those managers who are struggling to implement it.

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Many of our members have asked for video, and we've finally gotten off to a bit of a start. Recently Mike and Mark got together and recorded a series of feedback examples that we'll be releasing soon. We also shot Mark walking through all of the steps of the Feedback Model. Because it's about 13 minutes long, we've broken it up into 5 parts.

If you'd like to watch Mark describe the Feedback Model on video, you can find it here.

Enjoy!

This cast describes how to give feedback about your employees' attire.

Mark once was asked to adjudicate a discussion between two managers (one new, one experienced). The issue? "Should a manager give feedback about the clothes an employee is wearing?"

Mark sided with the manager who said no, you shouldn’t.

If you're surprised, listen in!

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I was asked the other day by a manager who believed that we were stone dead wrong about feedback ["I could never tell my people their mistakes. it's unprofessional!" Amazing. - H] what the history of the WORD was. It ended up being a funny story, but it's instructive too.

I told him I got that question a lot [for the wrong reasons, but whatever.] I told him that "feedback" started in the early 20th century, with the advent of microphones.

This show describes the The Feedback Model's inclusion in the Management Trinity.

We continue here our recent theme of revisiting the high level rationale and actions involved in the Management Trinity.