HBR IdeaCast What Managers Get Wrong About Feedback
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Apr 23, 2019 Marcus Buckingham, head of people and performance research at the ADP Research Institute, and Ashley Goodall, senior VP at Cisco, challenge the conventional approach to feedback. They argue that focusing too much on weaknesses hampers exceptional performance. Instead, they advocate recognizing strengths to amplify individual contributions. The duo also critiques outdated feedback systems, calling for a shift from ratings to reflective, engaging practices that foster team growth and accountability. Their insights push organizations to rethink performance reviews.
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Mistake-Free vs. Excellent
- Fixing mistakes improves performance, but doesn't guarantee excellence.
- To achieve excellence, focus on what's going well and amplify it, not just correct errors.
Audiobook Narration
- Marcus Buckingham gave Ashley Goodall advice on audiobook narration based on his own experience.
- Goodall disregarded the advice and found his own successful method, highlighting the individuality of strengths.
Growth Through Strengths
- Individuals grow most in areas where they already have strong adaptive connections.
- Leaders should focus on team members' strengths and provide reactions, not judgments, about performance.
