Robert Glazer

And a lot of feedback is way too personal.

One of the things you should never do is tell someone they are something or they aren't something.

better.

A lot of two is feedback and learning how to have these difficult conversations and framing it when you're growing around.

I've talked to people who are five and 10 years later still have PTSD from being told they weren't strategic or they weren't funny.

This is about learning and not making the same mistake.

And so many people don't know how to have these conversations that they put them off and then they lead to even worse conversation.

Strategic is a perfect one.

Telling someone they're not strategic doesn't feel like something they can fix.

So we even have a whole module and we talk about some of it in the book around how do you practice having these difficult conversations so that you don't wait too long to have them.

Explaining to them, hey, in the report to the client there, these are the places where more strategic insight was.

Now, it may be true that they're not strategic, but if you're trying to give feedback, you need to explain what strategy looks like and examples of how they can improve it.

It should always be depersonalized.

Just like in parenting, you should never tell someone they're smart or not smart.

You can say something they did was smart or something they did was not smart.

Yeah, most companies don't train and people don't train on how to give it and how to get it, right?

And one of the frameworks I like is really simple, SBO, situation, behavior, outcome.

And a lot of feedback is way too personal.

What happened?

What did you do?