Welcome to Manager Tools. Today's topic, the part after feedback, chapter one, me first, part one.

Here we go. And then. The So let's get down to it Mark. Today we're going to talk about... Oh, let's get right down to it.

Let's get right down to it.

Let's get with it. Well, you know, and this, not that this ever happens, but occasionally, occasionally you get feedback to a direct, and they push back in various ways.

Well, you, maybe yours do, mine don't.

I don't. Yeah, and actually, I'm recording this after presenting at a conference in the

MC and we just had

Danny and I just dealt with a bunch of people asking what do they what do I do when they push back?

Frankly I mean it's not what we're talking about today but the the fear of pushback is often stops managers from

giving feedback in the first place and frankly for some people you will not

get pushback nearly as much as you think you will and it's a right one of those fears

without you know fact kind of thing yeah it's fear is a is a word that's an acronym

that stands for false expectations appearing real.

And there are some managers who know what their behaviors are and know that they're not

effective and know that they don't like them.

But they would prefer the devil they do know to the devil they don't know and the

devil they don't know includes feedback and all the potential things that could

go wrong with it which they just make stuff up that said pushback does happen and there's a lot of different forms of it and we're

going to cover all of that when we do all the chapters of the part after feedback, but this cast is actually about the fundamental principle

that you've got to keep in mind when directs push back when you get to force the

fourth step of negative feedback.

And we have some simple guidance here.

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