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Michael McCullough at the University of Miami conducted a study1 in which they asked 300 participants to recall an insult or offense that had been eating at them. One third of these participants were asked to describe the event and how it had hurt them; another third were asked to describe the event and something […]

The experience described below, told to Nigel Bristow by a work colleague, is taken from the introduction to Part Two of The Feedback Breakthrough. It is a cautionary tale for both givers and receivers of feedback: “In my first job after graduation I worked for a really nice manager. He often complimented me on my

This paper was written for those who have already read The Feedback Breakthrough and want to better understand the science behind receiving and giving feedback. The principles and techniques modeled by Paula, Matt, and Beth represent the integration of art and science. This article summarizes some of the research behind giving and receiving feedback effectively;

This paper is written for those who have already read our book, The Feedback Breakthrough, and wish to explore the topic further. This article offers alternatives for dealing with people who use feedback to intimidate, control, and punish. “When angry, count to ten before you speak; if very angry, 100.” —Thomas Jefferson Feedback Defined Feedback

Feedback conversations derail when one or both parties allow their emotions to get the better of them. This article was written for those who have already read our book, The Feedback Breakthrough, and wish to explore the topic further. Why do many of us have a hard time responding well to candid feedback—even when we

This paper was written for those who have already read The Feedback Breakthrough and are in the process of implementing its concepts. Paula, Matt, and Beth (the main characters in our books) sometimes make the feedback models and processes look easy. In reality they can be quite challenging. This article offers some suggestions for what

“Flattery is like cologne water, to be smelt, not swallowed.” —Josh Billings “A refusal of praise is a desire to be praised twice.” —Francois de La Rochefoucauld While our primary focus as a company is on equipping people to receive criticism well, we recognize that some of us also have difficulty receiving praise. If this

In the “Winning with Feedback” workshop we identify the key elements to a feedback culture, and we give leaders the tools to foster such a culture. A feedback culture is one where everyone: shares the view that feedback is a primary catalyst for personal growth and superior achievement—i.e., they view feedback as a gift—and they

On the surface, each of these myths appear to make sense, but dig a little deeper and you discover that they have a tendency to undermine feedback conversations and personal growth. The Six Myths Myth #1: Feedback Has to Be “Constructive” to Be Helpful Myth #2: Feedback Has to be Accurate to be Helpful Myth

Feedback can take many forms: suggestion, input, critique, review, observation, advice, sarcasm, condemnation, playful jab, hurtful insult, or simply a raised eyebrow. Whatever its form, feedback is essential to learning. As a child, Brad Cohen exhibited the symptoms of Tourette syndrome but had not yet been diagnosed. This led to a lot of heartache. Without