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People have lots of theories about what the “new world of work” will look like. Maybe in reality it’s just about managers learning how to structure better, insight-laden conversations.
Giving and receiving better feedback requires us to kick some old habits and adopt a new mindset. Here’s how science can help.
So, you’ve come to the conclusion that we need to modify our approach to performance management. Luckily, we have the science to show you how.
Here’s how organizations can be more actionable and purposeful about helping employees grow, through feedback, while the world works from home.
For the last few years, Microsoft has been on a transformational feedback journey in which people stop giving feedback and instead start asking for it.
Getting feedback doesn’t have to feel like an attack on your performance. With a growth mindset, feedback can become the useful tool it’s meant to be.
The research has made it clear: Creating a culture of feedback is the most critical driver of positive organizational and financial outcomes.
Author and professional poker player Maria Konnikova explained at this year’s NeuroLeadership Summit how leaders can make smarter decisions.
Due to the effects of bias, managers may be conducting performance reviews in such a way that sets employees on unwanted career paths for years.
Think back to your last feedback conversation at work — how did it go? Chances are, you and your partner felt uneasy, maybe even threatened. The reason is hardly a mystery.
Feedback is essential for organizational (and organismal) growth, but what’s the best way to give it? Typical feedback conversations are painful and extremely stress-producing. Managers who try to avoid offending
Microsoft turned to the NeuroLeadership Institute to enlist our help in designing a new approach to feedback — one grounded in the neuroscience.
Over the last 25 years, we’ve cracked the code for culture change at scale. Discover what science-backed habit activation can do for your organization.
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