Welcome to Manager Tools.

Today's cast The Folly of Rebbranding Feedback Part 2.

Questions this cast answers are,

should I call feedback something else?

Do I need to soften my feedback and is response to

feedback generational? If you'd like answers to these questions and more, keep

listening. Given it's already basically the end of the year, we can probably assume that your next year's budget is already solid.

You've crafted your training needs, you've already got budgetary approval, and if that's the case and if manager

tools is part of that plan you may want to begin your conversation with us

our master calendar gets filled up pretty quickly and by the time this podcast is released

we've already probably booked 25% of our final deliveries for 2024 so don't

miss out getting on our calendar incurs no expense from you or to you whatsoever.

All you got to do is email Maggie, her email address, M-A-G-G-I-E-A-E-A-M-G-E-A-M-G-E-A-M-G-E-A-M-G-E at Manager-T-T Das-T Dats. We're going to continue this theme, this conversation of feedback. But also, we do need to address the bit

about calling performance reviews check-ins because the article continues it goes

further than just simply feedback and it goes on to say companies are also

banishing another negatively charged term review which they're replacing with

Connect sessions, coaching, self-reflection, and opportunity discussions.

And this is the exact same stupidness all over again. It's the same solution to the wrong problem

because the problem isn't the name. It's the activity or the lack there of the activity in the case of feedback, I mean, or even reviews,

if you call someone's annual performance review a Connect session, and then proceed. To do what you used to do back when you called that thing

a performance review. They are not only going to keep calling it their performance review but they're also going to act like

if it's done as poorly as most companies systems make it and most manage to deliver it, what's the purpose of this?

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