COACHING

Now we have two people giving feedback and no one receiving it.

Before we determine whether feedback is right or wrong, we first have to understand it. That sounds pretty obvious, but in fact, we usually skip understanding and dive in with instant judgments.

Evaluations are always in some respect comparisons, implicitly or explicitly, against others or against a particular set of standards.

TWO STEPS BACK: ROLE CLASHES AND ACCIDENTAL ADVERSARIES

Feedback that isn’t making sense can suddenly fall into place when we understand the implicit rule underlying the interpretations.

Feedback What’s Different? What’s Right? Davis to Mavis: You’re making us lose new business. Different data, including real litigation risks, general counsel admonition, pitch-to-close ratio, and what other firms are doing. Speed matters. If others are making different legal judgments we should learn why and see if we agree or disagree. Closing

Given that even good intentions can result in negative impacts, this contributes to the gap in the story you tell about me versus the story I know is “true.”

A BEHIND-THE-SCENES LOOK AT YOURSELF ON FEEDBACK