I used to joke that my manager could give me any feedback she’d like as long as she started by telling me that I’m doing a great job.
And by “joke” I of course meant it sincerely.
Some people thrive on feedback and want as much of it as possible. Some people despise feedback and need it to be delivered in writing. Some people would much rather walk the plank than receive feedback at all, and most everyone else is somewhere in between.
The broader takeaway here’s that it’s okay—essential, even—to treat different people differently.
At the height of my people management responsibilities at ReadySet, I managed a team of 11 people. That was probably nine too many, but the point is that each one of them had their preferences for everything from feedback to accountability to scheduling. And it was my job to keep track of these things.
One of the most effective tools for managing individual preferences on teams is the Personal User Manual, which can cover things like your working hours, how you like to receive feedback, what energizes you, and what you value.
I gave a talk on Giving & Receiving Effective Feedback in Miami that you might find helpful, or at least amusing. Enjoy.
Willie Jackson helps teams and organizations find harmony. He brings compassion and levity to the challenging work of