James Stanier:

The key is that you engage with your daily activities mindfully in a way that keeps your weekly update in mind. What I mean by this is that you are always on the lookout for:

Tom Geraghty:

If we only remember one thing, we should make it the “Platinum Rule” – Treat others as they want to be treated. That means delivering feedback in a way that the recipient prefers, not the way we prefer to deliver it, or even the way we would prefer to receive it.

Dan Rockwell:

Smart people have lousy meetings. Keeping meetings on track is like organizing a barrel of hummingbirds.

I especially like the “fill in the blank statements” strategy.

Noah Brier:

Lumpers think splitters are neurotics, and splitters think lumpers are careless.

Peter Seibel:

A feedback process 100% aimed at professional growth would, I suspect, be totally divorced from promotions and compensation bumps. Not because those things should be unrelated to professional growth but because truly reflecting on how you can do better and being open to feedback from your peers and managers is already tremendously difficult; when you are also worrying about whether or not you’re going to get that promotion or raise you were hoping for, it’s probably impossible.

Clear and candid.

The Curse of Knowledge describes the cognitive bias or limitation that makes it very difficult for humans to imagine what it would be like not to possess a piece of information, and hence to properly put themselves in the shoes of somebody with less knowledge than them.

Lara Hogan:

So, when a fraught issue arises, how can we help our organization move forward in a way that actually builds rather than breaks trust? Over time, and after many communication mistakes, I honed a four-part template, covering the following

Denise Yu:

Assume that every student you interact with has limited information, but infinite intelligence. That places the onus squarely on the shoulders of the mentor to make sure that their explanations make sense — which, given the inherent imbalance of power between a teacher and a learner, is a fine way to distribute the extra emotional labor.

Grant Fritchey:

Finally, to increase communication, especially if the message is vital, use the three-way handshake. Tell your message to someone using whatever medium you’re using. Then, have that person tell you your message back (in their own words of course, no copy and paste). You then repeat that message back to them. Assuming everyone has it right, you’ve just completed a three-way handshake.

A look at negotiation and how to avoid the pitfalls associated with debate.

the research is clear: Telling people what we think of their performance doesn’t help them thrive and excel, and telling people how we think they should improve actually hinders learning.