(Versão em português abaixo) Most teams don’t need a new feedback model. They need a new rhythm for practice. In almost every organisation I work with, HR BPs and leaders tell me the same thing: “We talk about feedback all the time... yet putting it into action remains a gap for many teams.” And when we look closer, the reason is usually quite simple. Feedback often becomes an event, a moment in the calendar. Something the organization has us do, instead of something we want

(Versão em português abaixo) Most people think feedback fails because the other person doesn't know how to listen to it. More often, it fails because the messenger isn’t showing up the way they believe they are. I often ask leaders to place themselves on a simple 2x2, mapping clarity vs skilfulness. So are you clear on the substance of what you want to say? And how skilful are you saying it? It sounds obvious, but the moment people start reflecting, they begin to recognise pa

(Versão em português abaixo) We all say feedback matters. So why does it fail so often? I was recently working with a number of leaders at a large consulting firm, and I asked them: “Is giving developmental feedback important?” Almost everyone overwhelmingly said yes.  Then I asked “Do you feel you give & receive enough of it?” and almost everyone overwhelmingly said... no. I've seen this over and over again, across geographies, businesses, cultures and time. This gap says so

“Sometimes it’s not even what I say (or don’t say). It’s my face!” That’s what a manager recently told me, after receiving feedback from...