You're at capacity, and your boss walks in with one more big assignment. The instinct is to defend your plate, ask what can come off, or quietly hope nobody notices what slips. Each of those hands the problem back. This cast gives the short answer to The Juggling Koan.
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One of the stupid mistakes that almost all organizations have made over the past 50 years is separating performance from "behavior." The modern organizational language has "behavior" separate from performance. Which is dumb.
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One of the stupid mistakes that almost all organizations have made over the past 50 years is separating performance from "behavior." The modern organizational language has "behavior" separate from performance. Which is dumb.
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Feedback is about behavior. It's not a personal attack.
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One of the most frequently asked questions we get about feedback is why we recommend waiting to give feedback until after you have started One On Ones. It's a reasonable question. But the answer is simple: it's dangerous not to wait, and it works better to wait.
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