David Lange

Thanks Emma, great to be here and looking forward to talking about this with you.

Thanks Emma, great to be here and looking forward to talking about this with you.

Thanks Emma, great to be here and looking forward to talking about this with you.

You know, this happens more often than you'd think, Emma. Not everybody takes feedback in the way that you want them to receive the feedback, right? It has a lot to do with timing. It has a lot to do with the emotional state that the receiver may be in.

You know, this happens more often than you'd think, Emma. Not everybody takes feedback in the way that you want them to receive the feedback, right? It has a lot to do with timing. It has a lot to do with the emotional state that the receiver may be in.

You know, this happens more often than you'd think, Emma. Not everybody takes feedback in the way that you want them to receive the feedback, right? It has a lot to do with timing. It has a lot to do with the emotional state that the receiver may be in.

And so you'll often have situations where the person will perhaps be listening, but not really taking it on board, or they will be in a situation where they may even actively resist.

And so you'll often have situations where the person will perhaps be listening, but not really taking it on board, or they will be in a situation where they may even actively resist.

And so you'll often have situations where the person will perhaps be listening, but not really taking it on board, or they will be in a situation where they may even actively resist.

A lot of the key to delivering feedback and to overcoming some of the objections to feedback is to make sure that it's kind of a two-way conversation, that the person giving the feedback is listening for understanding, trying to understand the other person's perspective, trying to find some common ground, and looking at a way of perhaps even adapting the feedback or adapting the perception of a behavior based on a two-way conversation that the feedback opened up.

A lot of the key to delivering feedback and to overcoming some of the objections to feedback is to make sure that it's kind of a two-way conversation, that the person giving the feedback is listening for understanding, trying to understand the other person's perspective, trying to find some common ground, and looking at a way of perhaps even adapting the feedback or adapting the perception of a behavior based on a two-way conversation that the feedback opened up.

A lot of the key to delivering feedback and to overcoming some of the objections to feedback is to make sure that it's kind of a two-way conversation, that the person giving the feedback is listening for understanding, trying to understand the other person's perspective, trying to find some common ground, and looking at a way of perhaps even adapting the feedback or adapting the perception of a behavior based on a two-way conversation that the feedback opened up.

In any event, it really is important that if the person giving the feedback has a strong point of view, something that they need to get across about a specific behavior, that they stick to their point of view in this particular regard. This doesn't mean being disrespectful. It doesn't mean not listening.

In any event, it really is important that if the person giving the feedback has a strong point of view, something that they need to get across about a specific behavior, that they stick to their point of view in this particular regard. This doesn't mean being disrespectful. It doesn't mean not listening.

In any event, it really is important that if the person giving the feedback has a strong point of view, something that they need to get across about a specific behavior, that they stick to their point of view in this particular regard. This doesn't mean being disrespectful. It doesn't mean not listening.

But it does mean making sure that the person receiving the feedback hears a clear message about the issue at hand or the behavior at hand, and that they come to an ability to have a conversation about resolving the issue.

But it does mean making sure that the person receiving the feedback hears a clear message about the issue at hand or the behavior at hand, and that they come to an ability to have a conversation about resolving the issue.

But it does mean making sure that the person receiving the feedback hears a clear message about the issue at hand or the behavior at hand, and that they come to an ability to have a conversation about resolving the issue.

Upward feedback is always a challenge. And at the root of successful upward feedback actually is often the quality of the relationship between the manager and the direct report.

Upward feedback is always a challenge. And at the root of successful upward feedback actually is often the quality of the relationship between the manager and the direct report.