Ethan Evans

If you believe it's coming from a position of condemnation...

that wasn't good enough.

I need better.

You, I start pointing my finger and like, you didn't, you this, you that, and I'm not involved.

And the reason a lot of people do that

they get into the blaming style is they can't risk confrontation without getting themselves worked up first so that they're ready for a fight.

Because if you push back, you're like, that's not fair and you're not supportive.

They don't know how to handle that.

It's like, well, we can talk about that, but this is still the objective performance.

They can only do that if they're ready for a fight and that makes them aggressive, which you feel.

So according to what everyone says, no, right?

The constant feedback, just like I said earlier, managers don't get asked if they want help.

Almost every employee will say, I don't get any real feedback.

There are some reasons for this.

The biggest thing, though, is.

As a manager, I'm busy asking myself, how important is this feedback versus if I make you upset, do I want to deal with that?

And then what if you quit?

Like, how do I give you this feedback in a way that you feel like, OK, I've got to address it, but I can as opposed to, oh, that meant get out and now I'm going to have a hole.

So they're trying to figure out how to like, well, it's.

It's called sandwich feedback, right?