Fixing Feedback

For years we have been taught that feedback matters and we need to give it. Yet we are still not leaning in. Fixing Feedback will show you what gets in the way of you giving feedback, how to prepare for it, emotional and practically. And how to navigate conversations when they go south.

If you want to get your hot little hands on a hard or soft copy of Fixing Feedback you can buy it from us or grab it from the below online retailers;



Fixing Feedback is not just another management book — it's a smart, refreshing, practical guide to feedback in the workplace. Everyone already knows how important feedback is, and we all know we should be giving it and receiving it regularly — yet we still do it poorly or avoid it entirely. This book shows you how to do it right.

You'll learn what exactly constitutes useful feedback, how to deliver it effectively, how to receive it gracefully and how to use it to strengthen yourself, your team and your business. You'll learn critical communication skills that you can put into practice today, self-assess your personal communication style and gauge the impact it has on those around you and build pragmatic tools to prepare well and manage emotions when they go south.

The way you communicate dictates how you build relationships and make decisions. It's the difference between being remarkable and being a d!ck.

Chapter 1 – Feedback is broken

In order to deal with people and issues at work we need to communicate. That means having conversations. You can’t do a remarkable job without having remarkable conversations. You can’t have remarkable relationships without having remarkable conversations.

New York Times bestseller The 4-Hour Workweek by Tim Ferriss suggests that we can structure our lives to be successful and wealthy by only working four hours a week — it is all about spending your time wisely. Ferriss says that ‘a person’s success in life can be measured by the number of uncomfortable conversations he or she is willing to have’. I agree with Ferriss that pushing through your fears and doing the tough stuff is all about getting things done and moving forward. I don’t think it needs to be uncomfortable though. There is an easier way.

It’s all about your people

You may know them as high-performing organisations, the best places to work, or employers of choice. Whatever you want to call them, all top organisations are similar in that they each recognise the power of creating and sustaining great cultures, and the power of communicating and collaborating well. They know that their main competitive edge is not their products or services. It’s their people. The people behind what they deliver.

It’s the people that design and make or break the next strategy. It’s the people that create motivation and drive within the organisation. It’s the people, people, people!

Fail to acknowledge people and you’re deluding yourself (and doing them a disservice).

Think of the commonalities shared by top organisations with enormous reach. Without an incredible team of innovators, Apple would not be able to launch the Apple Watch or the next iPhone. Facebook would not be able to create such a socially engaging and addictive platform. Without remarkable people behind the scenes Virgin Galactic would not be taking people to space.

Ideas don’t create themselves, nor do they implement themselves. Of course most projects have spokespeople and lead directors who drive the vision, marketing and ‘selling’ as they go, but they have a team behind them. Without that team, there’s nothing to market or sell.

It’s easy to join the dots and say that making the most of your people should be a priority: focus on your people and the business will fl ourish. But employers can easily lose sight of their people, especially in times of economic stress.

What’s inside

1 Feedback is broken

2 The cost of poor communication

3 Why don’t we have the conversation?

4 Understanding the ‘real truth’

5 Having the conversation

6 It’s all about safety

7 Own your stuff

8 The Board of Directors in your head

9 Climb out of the thinking trap

10 Embedding ‘remarkable’ in your organisation

11 Do the work

Download the Introduction and Chapter 1 of Fixing Feedback to get a sense of how and why we need to fix our feedback.