| View Larger Image | Giving Feedback to Subordinates (J-B CCL (Center for Creative Leadership)) | Paperbackby Center for Creative Leadership (Author), Raoul J. Buron (Author), Dana McDonald-Mann (Author)
| List Price: | $11.95 | | | Available: | Usually ships in 24 hours |
| | Binding: | Paperback | | Publisher: | Pfeiffer | | Edition: | 1st Edition | | Page Count: | 31 Pages | | Publication Date: | March 19, 2007 | | Sales Rank: | 338,791th |
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EDITORIAL REVIEWS |
Product Description
If you’re a manager with people who report directly to you, it’s important that you give them feedback on their behavior and performance. Most of your employees want to do a good job. Many are unaware of the impact of their behavior on their job performance, for good or bad. Feedback from you, their manager, can help them identify what they are doing well and build on those skills, correct problems, and develop new abilities that improve not just their personal lives but also the organization in which they and you work. This guidebook will tell when you should give feedback, how you should deliver it, and how to manage its results. |
CUSTOMER REVIEWS (Average Customer Rating: 4.0 based on 1 review)
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A Tool For The Every Day Manager or Supervisor  4 Stars
June 15, 2000
If you supervise even just one person, you will find this book helpful and insightful. New managers especially can have difficulty when counseling subordinates and this book helps and guides new supervisors as well as managers at any level.
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SIMILAR PRODUCTS |
| Feedback That Works: How to Build and Deliver Your Message (J-B CCL (Center for Creative Leadership))
by Center for Creative Leadership (Author), Sloan R. Weitzel (Author)
Whatever level you occupy in an organization, from line manager to senior executive to team leader, the skill of giving meaningful and effective feedback is an important component to helping other people develop and to getting the job done. Creating and delivering a specific message based on observed performance is key to effective feedback. Your feedback should enable the receiver to walk away understanding exactly what he or she did and what impact it had on you. When the result is this...
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| Ongoing Feedback: How to Get It, How to Use It (J-B CCL (Center for Creative Leadership))
by Center for Creative Leadership (Author), Karen Kirkland (Author), Sam Manoogian (Author)
If you are a manager who has just completed a leadership development experience, such as attending a program or receiving feedback from a 360-degree instrument, or have just experienced a career transition, such as a promotion or a lateral move to a more challenging position, this guidebook can help. You now realize that it is necessary to develop some new skills, use skills that haven’t yet been tested, or hone current skills and abilities. Such skill work requires ongoing feedback from...
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| Managing Conflict with Direct Reports (J-B CCL (Center for Creative Leadership))
by Center for Creative Leadership (Author), Barbara Popejoy (Author), Brenda J. McManigle (Author)
Conflict is inevitable when people work together, and it’s one of the most difficult challenges facing managers. But it’s a challenge that successful leaders learn to address. Managers who develop an understanding of difference without judgment and are willing to see more than one perspective or solution are in a good position to manage conflict with their direct reports. Conflict between managers and direct reports highlights a power relationship and affects the work itself—the tasks for...
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| Giving Feedback: Expert Solutions to Everyday Challenges (Pocket Mentor)
by Harvard Business School Press (Compiler)
Good feedback is essential to helping employees perform better at work. It lets people know when they are meeting or exceeding expectations, and when they need to get back on the right track. This practical guide shows managers how to develop and refine this necessary skill.
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| Developmental Assignments: Creating Learning Experiences without Changing Jobs (Center for Creative Leadership)
by Cynthia D. McCauley (Author)
This book is modeled after "Eighty-eight Assignments for Development in Place," one of CCL's most popular publications. In the years since that report was published, we have learned more about development in place--from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field. We believe it is time once again to consolidate our knowledge into one tool to help leaders add developmental assignments to their own...
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