Welcome to Manager Tools. Today's show, there is no why in feedback. Part 2. Here we go. Folks you've got to get this about intent versus behavior versus outcome.

You and every person on your team have to act to a degree as a microcosm of the firm.

I've said this before at conferences and I've had to become up and ask me questions.

If your team only grows productivity by 2% and your company grows productivity by 8% in terms of profitability or whatever else, you're lagging the company.

Even if you think it's too hard, I can only get 2% if the company's growing at 8% your

lagging your division your area is going to be up for more cuts than

somebody else the group that grew 16% in order to average out 8 while you only grew 2,

they're going to get more people and you're going to get less.

I know that sounds hard, but when I'm a customer and I make decisions, I choose Apple over Windows or I choose X over Y, that's hard for why.

I don't mean it negatively to Y, but I'm going to make a choice that makes sense for me.

And the organization has to make a choice that makes sense for it as well.

There you go. Now if you understand this whole you know our focus on an outcome versus intent

then you'll understand precisely why there's no why in the

Manage Tools Feedback model, right? We don't recommend. Step four, right? You're asking

a question. Step four, we don't recommend that you ask why did you do that right?

Yeah well that's what we got what would they say if you said why do you do that?

What kind of reason are they gonna have a freaking good one right?

Right. Yeah exactly.. Look here's the problem with rationale guys.

Suppose one of your directs applies the same reason he did same reason again next week because it's a good reason a reasonable reason and the

outcome is the same which is to be clear not a good outcome are you going to be

okay if in discussing with them their rationale it makes sense to you?

And so that same rationale next week drives the same behavior or outcome?

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