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Magic Feedback Technique

A technique for increasing performance by using a simple (perhaps magical) recipe when giving feedback.

Read the study, understand the method of investigation; ask yourself if this is similar to your work environment - just enough such that the technique might be generalized across the two different situations.
Breaking the Cycle of Mistrust: Wise Interventions to Provide Critical Feedback Across the Racial Divide  by David S. Yeager, et. al.

If you just want to cheat, read the "cliff-notes" version (it's what I did) - but I promise myself to go back after writing this post and read the study.

Try This One Phrase to Make Feedback 40% More Effective  by Jeff Haden - INC.

Jeff is quoting Daniel Coyle, author of The Talent Code which references the study.  Now I'm referring to Jeff -> Daniel -> Yeager et al.  And you are at the front of the line of referral - maybe you should jump the line - read the original work.

But you just want the MAGIC:

I'm giving you these comments because I have very high expectations and I know that you can reach them.

Breaking it down:  create an IN Group mentality, set high expectation to belong within this group, extend trust that they have what it takes to belong and meet the high standards.

Try that in the upcoming round of performance reviews.

See Also:
Employee feedback: How to make it less painful - How Lee Burbage, the Motley Fool HR leader changed their employee feedback program.

HBR:  Why Your Brain Hates Performance Reviews by Gretchen Gavett

Performance Appraisals what have we learned in 50 years?


20 Years Ago, Steve Jobs Demonstrated the Perfect Way to Respond to an Insult, Inc. by Justin Bariso
In 1997, Steve Jobs was answering developers' questions when one audience member took a shot at him. What happens next is remarkable.



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David's notes on "Drive"

- "The Surprising Truth about what Motivates Us" by Dan Pink.

Amazon book order
What I notice first and really like is the subtle implication in the shadow of the "i" in Drive is a person taking one step in a running motion.  This brings to mind the old saying - "there is no I in TEAM".  There is however a ME in TEAM, and there is an I in DRIVE.  And when one talks about motivating a team or an individual - it all starts with - what's in it for me.

Introduction

Pink starts with an early experiment with monkeys on problem solving.  Seems the monkeys were much better problem solver's than the scientist thought they should be.  This 1949 experiment is explained as the early understanding of motivation.  At the time there were two main drivers of motivation:  biological & external influences.  Harry F. Harlow defines the third drive in a novel theory:  "The performance of the task provided intrinsic reward" (p 3).  This is Dan Pink's M…

Exercise:: Definition of Ready & Done

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"Orientation is about understanding the purpose of a team and assessing what it will mean to be a member.  you need to understand the reason the team exist, what will be expected of you and how you will benefit from membership.  In a new team, these are individual concerns, because the group is only potentially a team.  that is why these concerns are illustrated as occurring in your imagination at an intuitive level.  As a team leader it is important to provide time and space for people to answer these internal questions themselves."

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Do You Put “CSM” After Your Name?

I’ve noticed a new trend—people have been gaining titles. When I was younger, only doctors had initials (like MD) after their names. I always figured that was because society held doctors, and sometime priests (OFM) in such high regard that we wanted to point out their higher learning. I hope it was to encourage others to apply themselves in school and become doctors also. Could it have been boastful?

The Wikipedia describes these “post-nominal initials”:
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If your not an agilista, you may wonder …