In the bestseller, Good to Great, Jim Collins discovered that, “the good-to-great companies continually refined the path to greatness with the brutal facts of reality.” That said, giving feedback doesn’t necessarily have to be harsh, negative or berating. What it has to be to be effective is specific, relevant and frequent. In Jack Welch’s autobiography it is reported that Welch said he spent about half of his time on people: recruiting new talent, picking the right people for particular positions, grooming young stars, developing managers, dealing with under performers, and reviewing the entire talent pool and giving feedback. Says Welch, “Having the most talented people in each of our businesses is the most important thing. If we don’t, we lose.” Why is it that many of us put off giving feedback to our employees even though we intuitively know that giving and getting honest feedback is essential to grow and develop and to build successful organizations? Maybe it is because there are so many ways to screw it up. All too Grow Your People with Feedback By Jack Klemeyer
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