TURNING FEEDBACK INTO CHANGE Zenger （将反馈转化为改变曾庆红）.pdfVIP

TURNING FEEDBACK INTO CHANGE by Joe Folkman In a recent training session Steve was quietly reviewing OTHERS KNOW US BESTS his feedback. It was apparent from his reactions that he Jack Zenger and I recently did a test to determine how was disappointed in his feedback from his manager, peers accurately a person could predict their strengths and and direct reports. I gave Steve 15 minutes to digest his weaknesses, as opposed to others. The results showed that feedback before approaching him and asking him if his other people were twice as accurate at predicting strengths feedback was making sense. Steve looked up and shook and weaknesses as the individual. Individuals either are his head, and then he said, “I just wish I got credit for my more generous than they should be, or tend to be more intentions.” Steve went on to explain that his intentions humble and conservative. Either way, other people’s were to please his manager, to satisfy his peers and lead his accuracy is significantly higher than the individual’s, and direct reports but his feedback made it clear that his raters the feedback from others is very valid and accurate. reacted to what they experienced, not his inten