And of course her first reaction was negative:

[sumaiyakhatun26]

Because a person who feels often enough that we care about them will respond better to feedback and be more open to our comments.

The entire book contains similar tips. And while at first glance they seem quite general, you will find specific scenarios for different behaviors.

Example 2:

One of the easiest things to implement right away that I learned from this book is the habit of giving feedback quickly.

What is it about?

Very often, executive managers wait with feedback until the appropriate asia rcs data situation:

quarterly assessment,
1:1 meeting,
annual assessment.
Only then does the employee learn that they did something wrong or should change something. Meanwhile, Kim Scott encourages giving feedback as soon as possible. Of course, this does not mean comments on a forum – although the author claims that with properly built trust, this can be done and employees will be aware that it is in the best interests of the team.

In the book, however, we find an example where the writer herself received quick feedback from her superior when she gave a successful presentation, but was stuttering a lot. So she left the stage and was immediately given praise for her good presentation and a note about the one thing she should improve next time.