Labels stick. This is why we get defensive when we are assigned one we do not like, as well as why we should be careful when assigning one to others. It happens a lot when we deliver feedback. Things like "it does not seem you are committed enough" (label = "indifferent"), or "you could do … Continue reading Labelling
Three ways to start the good habit of trusting others, particularly if you are in a leadership role. Praise others' strengths. This is not about saying "good job" or "keep up the great work", but actually about taking time to identify things people do well and break those down with them. Why are they good? … Continue reading How to start trusting others
Feedback is important, and as I wrote before the only thing to say when we get it is "thank you". Yet, we should not fall into the trap of taking action on every piece of feedback we get. Feedback is about the person who is giving it much more than it is about the person who … Continue reading When does feedback matters?
We all make promises. Sometimes we say we will do something, other it's just the mere fact that we are in a certain position that "promises" we will act in certain ways and not in others. Promises are extremely complicated. Once a promise is made, a pact is established. Nobody likes to be break pacts, … Continue reading Promises
If a customer (or a potential one) shows up with a request that is not in line with your procedures, processes, habits, or even product or service, the generous thing to do is to make an exception. If that requests gets asked more and more, than you have two options. Change your procedures, processes, habits, … Continue reading Exceptions and rules
There is only one possible answer to give to somebody who is giving you feedback. Thank you.