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    Feedback in Performance Reviews
    Feedback in Performance Reviews
    Feedback in Performance Reviews
    Ebook45 pages57 minutes

    Feedback in Performance Reviews

    By E. Wayne Hart

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    About this ebook

    Performance reviews vary from one organization to the next. This guidebook will help you understand how to use feedback in whatever performance review context you find yourself. It explains three feedback principles and four different types of feedback. It will help you understand when to use the different types of feedback and how to frame a complete feedback message, making it more likely that your feedback will be well received. The rest is practice.
    LanguageEnglish
    PublisherCenter for Creative Leadership
    Release dateNov 14, 2011
    ISBN9781604916881
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      Book preview

      Feedback in Performance Reviews - E. Wayne Hart

      AN IDEAS INTO ACTION GUIDEBOOK

      Feedback in Performance Reviews

      IDEAS INTO ACTION GUIDEBOOKS

      Aimed at managers and executives who are concerned with their own and others’ development, each guidebook in this series gives specific advice on how to complete a developmental task or solve a leadership problem.

      Copyright © 2011 Center for Creative Leadership.

      All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

      CCL No. 450

      ISBN No. 978-1-60491-114-5

      CENTER FOR CREATIVE LEADERSHIP

      WWW.CCL.ORG

      AN IDEAS INTO ACTION GUIDEBOOK

      Feedback in Performance Reviews

      E. Wayne Hart

      THE IDEAS INTO ACTION GUIDEBOOK SERIES

      This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today’s leadership and organizational challenges.

      The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the

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