Welcome to Manager Tools. Today's cast, The Heart of Feedback. Today Mark and I discuss behaviors for managers

to engage in that ensure that they deliver feedback both ethically and professionally.

Here we go. So you were telling me earlier about the story of this this manager you were talking to.

Oh yeah.

And this guy was a high-d kind of forceful guy.

Oh yeah.

And I think you told me that he actually described himself as,-unquote a recovering jerk.

Yes. Okay. Yeah. You know he said that but you could get I could get from his

demeanor that he was much more jerk than he was recovering but but on the other hand he he was

appreciating the one-on-one's he was appreciating the one-on-ones he thought they were making a difference

so you know I want to hear about that story and I think I think there's a lesson to be learned about that story.

But before we do that, let's talk about really our outline for this week's show and then

we can get into the story itself.

Right. We basically have a series of recommendations for all managers, all of us, to engage in before we give feedback so that we stay mindful of why we're giving feedback.

We don't believe the ends justifies the means and we think if you get off track from the

purpose then it's easy to get off track from the behaviors.

And the model was developed with the end

and the means in mind.

And the purpose of feedback is to encourage effective behavior.

And there's no words in there about force or dominance or anything else.

So here's our outline.

We've got five points to make.

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