Welcome to Manager Tools. Today's show, believe it or not, when not to give feedback, part one of two.

Today we talk about some situations where feedback isn't appropriate because the error, the mistake, the infraction is so egregious, encouragement

of effective future behavior just isn't enough.

Here we go. Oh, Every once in a while at one of our conferences or at a client location

when we're working with them on you know doing some coaching or training whatever we're asked about some kind of dramatic

incident that involves a direct for some manager and the manager didn't know what to do now first

off before we get into this too much

for it don't feel bad if this has happened to you it's drama and a lack of

effective solution is not always readily at hand, right?

It happens quite a bit.

We understand completely, so don't feel too bad.

Management may not be complex, but it is hard to do well all the time. When there's risks and tensions are high and we're responsible and you know frankly nobody really gave us a road map on how to do all this stuff so we understand we've been there so so anyways they bring bring up this incident, right? It could be an employee

stealing or some teammate, like literally physically assault someone or abuses someone, or

maybe it's not an employee.

It could be an employee, it could be a customer.

And we give them phrases, like we advise them,

like, I'm thinking about firing you, right?

Or go home now or enough that's it be quiet you're

in danger losing your job the shocks people right they don't expect, particularly coming from us because we talk about

feedback so much. And the fact that we're not recommending feedback literally just blows

them away.

Yeah, yeah, so I mean, really what ends up happening is yeah, they're expecting the

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