Welcome to Manager Tools.

Today's topic, measuring feedback, chapter 2,

Overweight top performers.

Part 1.

Here we go.

I assume we're not saying here that all your top performers are overweight I just I just I just

oh come on we have a rule don't start a don't start a cast with a really bad

joke in our first guidance for managers about measuring

feedback, we recommended just counting the amount of feedback you give irrespective

of who you were giving it to.

Years ago we had recommended managers try to spread their feedback out overall their directs

kind of equally, but it really didn't work.

No, it didn't.. Yeah managers had to think who

to whom have I given feedback and so on should I give feedback to this person

right now or should I wait and give it to somebody else and and that's just too many

questions to ask. But once you've started to get the hang of using

of using the feedback tool, a little more thinking. And of course, the whole point of the feedback

tool, it's written in a way that you can

memorize it so that you don't have to think about the delivery and if you're not

thinking about the delivery a little more thinking about how you're doing with this new business process feedback to your directs

probably won't get in your way. So we have three bits of guidance today.

First of all, we want to reiterate that any kind of more is better initially when you're

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