Why Is Negative Feedback So Hard? - Part 1

Manager Tools

Mike Auzenne

Careers, Feedback, Leadership, Business, How-to, Development, Strategy, Management, Skills, Coaching, Advice

4.6 • 1.3K Ratings

🗓️ 17 February 2025

⏱️ 33 minutes

🔗️ Recording | iTunes | RSS

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Summary

Lots of managers - hundreds of thousand, and perhaps millions by now - start doing Manager Tools One On Ones, and they love them. They love them because they work, and they’re not as hard as the manager thought they would be. And very few managers who do Manager Tools One On Ones never stop. But feedback is a different story. We would guess that around half of Manager Tools managers don’t ever fully implement feedback so that it’s second nature in a way that their directs know this is how their boss will talk to them about their performance. Why is it so hard?

Transcript

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0:00.0	Welcome to Manager Tools.
0:02.3	This is Sarah.
0:03.9	And this is Mark.
0:05.1	Today's cast, Why Negative Feedback is so hard.
0:09.3	Part one of two.
0:11.8	The questions this cast answers are, why is negative feedback so darn hard to deliver?
0:18.4	What can I do to make negative feedback easier? Why do my directs always argue
0:24.9	or defend themselves when I give them negative feedback? If you want the answers to these
0:30.6	questions and more, stick around. Who doesn't want to visit Miami in March?
0:38.6	And we've got the perfect reason.
0:41.0	Manager Tools will be there March 11th and 12th.
0:44.2	Visit us by registering online today at manager-touchools.com forward slash register.
0:51.8	So Mark, even though managers complain about not having time to do manager tools one-on-ones,
0:58.6	as soon as they start doing them, they love them and continue to sing their praises.
1:04.9	Now, unfortunately, that same thing doesn't happen when it comes to feedback.
1:09.4	Even though they know it's the second most important
1:12.4	thing they can do, managers know they ought to spend five hours a week in one-on-ones,
1:19.4	and then maybe only spend a total of 15 minutes on feedback. But they still don't do it.
1:25.3	Yeah, exactly. Exactly. Now, folks, there are plenty of good reasons for this. Yeah, exactly. Yeah, exactly.
1:29.5	Now, folks, there are plenty of good reasons for this.
1:33.7	Well, they're not great reasons, but clearly managers think they're good enough reasons to not deliver on what is a core part of our jobs.
1:38.4	So we're here to talk about why and what we can do about it.
	...

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