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                                                 Supportive Feedback



        whether the feedback is positive or critical. All feedback should
        simply be considered supportive. If we care about people, we
        give them feedback even though it might be embarrassing. On
        several occasions I have been asked by CEOs to tell an executive
        that he or she had bad breath, had body odor, or invaded others’
        personal space. Without exception, the person appreciated the
        feedback and was upset that no one told him or her sooner. Have
        you ever had an undone button or zipper and no one told you?
        Wouldn’t you have appreciated hearing about it?
           Second, let your team members know that you have set a goal
        to give more feedback “in the moment”—don’t start doing it out
        of the blue. Tell employees that you realize how much more help-
        ful you find feedback when it is relevant and fresh as compared
        to appearing months later during a performance evaluation. Let
        them know that if the feedback is at all corrective in nature, you
        will be giving it in private. Emphasize that your goal is to pro-
        vide feedback that is helpful—just like any coach would do for
        his team members. Encourage employees to provide you with
        regular feedback, and thank those who do so.
           Third, when you begin giving feedback, keep it mostly posi-
        tive and very short. For example, “Jim, I just wanted to let you
        know what a nice job I thought you did on that e-mail newslet-
        ter,” “Carmen, that was an excellent point you made in the meet-
        ing this morning,” and “Greg, good catch yesterday with that
        missing invoice.” You want to practice and get comfortable using
        positive feedback. As discussed in Chapter 5, “Recognition,” you
        want to be as specific as possible with your feedback.
           After a few weeks, begin looking for opportunities to offer
        some light suggestions to employees. For example, “Tom, I
        noticed that you had a tough time getting your point across in
        that meeting. Can I offer a suggestion? [Wait for employee to
        respond affirmatively.] I think it would have been more powerful
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