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The Center for Creative Leadership, an executive-education company, developed a technique called “situation behavior impact” to help leaders be more precise and therefore less arrogant when giving feedback. This simple technique reminds you to describe three things when giving feedback: 1) the situation you saw, 2) the behavior (i.e., what the person did, either good or bad), and 3) the impact you observed. This helps you avoid making judgments about the person’s intelligence, common sense, innate goodness, or other personal attributes. When you pass blanket judgments, your guidance sounds arrogant.
pioneers such as Galen of Pergamon (second century AD) propagated treatments like bloodletting and the use of mercury as an elixir. These treatments were devised with the best of intentions, and in line with the best knowledge available at the time. But many were ineffective, and some highly damaging. Bloodletting, in particular, weakened patients when they were at their most vulnerable. The doctors didn’t know this for a simple but profound reason: they never subjected the treatment to a proper test – and so they never detected failure. If a patient recovered, the doctor would say: ‘Bloodletting cured him!’ And if a patient died, the doctor would say: ‘He must have been very ill indeed because not even the wonder cure of bloodletting was able to save him!’
Black Box Thinking
Matthew Syed
The output of a manager is the output of the organizational units under his or her supervision or influence.
High Output Management
Andrew S. Grove
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