5/23/2013–A manager must make decisions based on the performance of his or her employees.
These decisions likely have significant effects on those employees, sometimes undesired effects. That’s a big source of stress for managers because the employee inevitably confronts the manager about the change because they didn’t expect it. The feedback should precede the change. The obvious goal is to give feedback as soon as the employee is ready. My struggle is that my employees are not mentally ready if they’re serving three tables when I want to give them feedback.
Maybe I write down five pieces of feedback every day and deliver them after the shift. This can be measured and I think would be a start toward consistent feedback. On a team of managers, I predict I’ll separate myself quickly from those who don’t give feedback. Part of the Manager Tools trinity roll out is to assess where you are. I’m thinking I’m at the point where I have enough of a relationship with the staff that I can roll out feedback effectively. Idea: only use feedback model with those I’ve done a One on One (O3) with… O3 interest up, FB up, what downside?
QOTW: “you’re really good at telling us what we do well.” Dani
?FNW: Can I give five pieces of feedback in one day? No
10/24/2017: I miss these days of getting to know my staff. What an awesome period of time before you really know each other, but there’s promise and some have aspirations to grow, and talent… The title of the journal entry was to convey that, because you have to manage based on performance to be an effective manager, not giving feedback makes managing people hard because feedback is a great tool to improve performance. This is true, as I found as an employee, manager, trainer of managers, and now as a coach of managers.