WEBVTT

1
00:00:01.040 --> 00:00:03.200
<v Speaker 1>Hey, this is Chris with Hacking your Leadership. On today's

2
00:00:03.200 --> 00:00:06.080
<v Speaker 1>discussion about employee engagement. I want to talk about the

3
00:00:06.799 --> 00:00:11.759
<v Speaker 1>idea of feedback and how no matter what most organizations

4
00:00:11.839 --> 00:00:17.239
<v Speaker 1>do to incorporate a culture of feedback or you know,

5
00:00:17.280 --> 00:00:20.440
<v Speaker 1>to make their leaders better at delivering feedback, to make

6
00:00:20.480 --> 00:00:24.480
<v Speaker 1>their employees better at receiving feedback, to make people feel

7
00:00:24.519 --> 00:00:28.000
<v Speaker 1>more comfortable giving it to their peers, to their bosses,

8
00:00:28.399 --> 00:00:31.120
<v Speaker 1>to the people reporting to them, no matter what efforts

9
00:00:31.160 --> 00:00:35.560
<v Speaker 1>they take. The word feedback has a tremendous problem with

10
00:00:35.719 --> 00:00:42.000
<v Speaker 1>branding because of a long history and quite honestly a

11
00:00:42.119 --> 00:00:46.240
<v Speaker 1>presence of it being done poorly in a lot of

12
00:00:46.320 --> 00:00:49.399
<v Speaker 1>organizations where they try to say they're doing it well,

13
00:00:49.679 --> 00:00:51.679
<v Speaker 1>but they don't actually do it well, and so it's

14
00:00:51.719 --> 00:00:56.399
<v Speaker 1>like the words are trying to be aspirational, but they're

15
00:00:56.439 --> 00:00:59.520
<v Speaker 1>not being lived in the moment, and so feedback, you know,

16
00:00:59.679 --> 00:01:04.159
<v Speaker 1>tends to keep this this brand of negativity associated with it.

17
00:01:04.560 --> 00:01:08.159
<v Speaker 1>And even in the best organizations, I think, when when

18
00:01:08.200 --> 00:01:11.519
<v Speaker 1>they do this really well, there are still individual leaders

19
00:01:12.000 --> 00:01:16.200
<v Speaker 1>where where when feedback is given there's this element of

20
00:01:16.319 --> 00:01:20.480
<v Speaker 1>dread or or you know kind of you know, uh,

21
00:01:20.719 --> 00:01:25.159
<v Speaker 1>this sense of foreboding when it's coming because the culture

22
00:01:25.359 --> 00:01:28.840
<v Speaker 1>is has not done a good enough job setting up

23
00:01:28.920 --> 00:01:33.480
<v Speaker 1>what feedback actually is. And I think a part of

24
00:01:33.519 --> 00:01:37.200
<v Speaker 1>this is in this concept of using recognition as a

25
00:01:37.239 --> 00:01:41.319
<v Speaker 1>part of feedback. And I I know that in organizations

26
00:01:41.319 --> 00:01:45.159
<v Speaker 1>who do this well, recognition is not just thought of

27
00:01:45.239 --> 00:01:47.879
<v Speaker 1>as a way to give kudos to your fellow employee.

28
00:01:48.439 --> 00:01:52.200
<v Speaker 1>It's a way to to give feedback to people who

29
00:01:52.280 --> 00:01:54.760
<v Speaker 1>happen to be watching when it's your job as a

30
00:01:54.840 --> 00:01:57.920
<v Speaker 1>leader to show what a vision of good is to

31
00:01:58.159 --> 00:02:01.519
<v Speaker 1>when when when people are are hoisted up on pedestals

32
00:02:01.799 --> 00:02:05.359
<v Speaker 1>or given recognition for doing something well, that is a

33
00:02:05.400 --> 00:02:08.400
<v Speaker 1>way to show other people in the room, Hey, if

34
00:02:08.400 --> 00:02:10.599
<v Speaker 1>you're not doing it this way, it probably isn't well.

35
00:02:10.879 --> 00:02:13.120
<v Speaker 1>And if you are doing it this way, then you

36
00:02:13.120 --> 00:02:15.639
<v Speaker 1>probably would be getting recognition for this right now. And

37
00:02:16.080 --> 00:02:18.879
<v Speaker 1>I think a lot of leaders don't index on this

38
00:02:19.080 --> 00:02:22.120
<v Speaker 1>highly enough, but it can be a very effective way

39
00:02:22.199 --> 00:02:25.840
<v Speaker 1>of rebranding feedback as a whole into into the positive

40
00:02:25.879 --> 00:02:26.960
<v Speaker 1>realm as opposed to the negative.

41
00:02:27.080 --> 00:02:29.800
<v Speaker 2>Yeah, I think it's it's funny because I also we

42
00:02:29.840 --> 00:02:31.960
<v Speaker 2>talk about this a lot with recognition as well, Like

43
00:02:32.000 --> 00:02:35.039
<v Speaker 2>we say recognition is not just recognizing like the good

44
00:02:35.120 --> 00:02:37.240
<v Speaker 2>like you tend to like lean that way. It's just

45
00:02:37.280 --> 00:02:41.240
<v Speaker 2>recognizing in general, recognizing good behavior, recognizing maybe bad behavior,

46
00:02:41.240 --> 00:02:44.520
<v Speaker 2>recognizing good work, recognizing you know, underperforming work. But you're

47
00:02:44.599 --> 00:02:48.199
<v Speaker 2>recognizing things. So I like kind of this take on

48
00:02:48.280 --> 00:02:51.360
<v Speaker 2>it in this dialogue because I think that you're spot

49
00:02:51.400 --> 00:02:54.319
<v Speaker 2>on is like the the at the essence of it,

50
00:02:54.400 --> 00:02:57.840
<v Speaker 2>like at the true essence of feedback and wanting to

51
00:02:57.840 --> 00:03:02.919
<v Speaker 2>have a culture of that is that you're saying, I

52
00:03:03.120 --> 00:03:07.639
<v Speaker 2>want to have an environment where the relationships are trusted

53
00:03:08.080 --> 00:03:11.479
<v Speaker 2>and that there is an intention of us helping each

54
00:03:11.560 --> 00:03:14.159
<v Speaker 2>other to get better at what we are doing. And

55
00:03:14.240 --> 00:03:17.000
<v Speaker 2>so the value of feedback is that is that it's

56
00:03:17.039 --> 00:03:24.199
<v Speaker 2>something that is there to really help us all get better.

57
00:03:24.439 --> 00:03:29.479
<v Speaker 2>And initially it may feel weird, you may be defensive,

58
00:03:29.520 --> 00:03:30.719
<v Speaker 2>like these are all the types of things. But I

59
00:03:30.719 --> 00:03:33.680
<v Speaker 2>think to your point, a way to kind of get

60
00:03:33.719 --> 00:03:38.840
<v Speaker 2>through or move beyond that quickly is showing feedback in

61
00:03:38.919 --> 00:03:42.360
<v Speaker 2>the very positive light, showing feedback as a means of

62
00:03:44.199 --> 00:03:48.719
<v Speaker 2>recognition and showcasing that this is actually what we're looking for,

63
00:03:48.840 --> 00:03:51.639
<v Speaker 2>what we're asking you to go do, and we're recognizing

64
00:03:51.680 --> 00:03:55.520
<v Speaker 2>this and this is kind of the successful way of

65
00:03:55.599 --> 00:03:59.759
<v Speaker 2>doing it and kind of retaking the narrative of the

66
00:03:59.800 --> 00:04:03.680
<v Speaker 2>word so that people then feel good about it to

67
00:04:03.759 --> 00:04:07.039
<v Speaker 2>begin with. And then as you start to give feedback

68
00:04:07.039 --> 00:04:10.159
<v Speaker 2>that is both positive or maybe it's negative specific, you know,

69
00:04:10.240 --> 00:04:14.000
<v Speaker 2>in a way, it is less about you know, how

70
00:04:14.039 --> 00:04:16.639
<v Speaker 2>you feel about it, and more about the value of

71
00:04:16.680 --> 00:04:18.000
<v Speaker 2>getting feedback in general.

72
00:04:18.120 --> 00:04:21.920
<v Speaker 1>Right, So, if you think about it, feedback isn't an

73
00:04:21.920 --> 00:04:27.199
<v Speaker 1>inherently negative word. It's you know, it's it's stimulus in response, right, Like,

74
00:04:27.240 --> 00:04:29.519
<v Speaker 1>that's that's that's all it is. But it has a

75
00:04:29.560 --> 00:04:34.639
<v Speaker 1>negative connotation. Recognition isn't an inherently positive thing. It's just

76
00:04:34.759 --> 00:04:38.759
<v Speaker 1>recognizing something. But yet it has a positive connotation because

77
00:04:38.800 --> 00:04:41.600
<v Speaker 1>of the way it has been used in many organizations.

78
00:04:41.800 --> 00:04:45.079
<v Speaker 1>And so this, this idea is cool because it takes

79
00:04:45.079 --> 00:04:48.120
<v Speaker 1>something that shouldn't be negative but has become that way,

80
00:04:48.519 --> 00:04:50.920
<v Speaker 1>and in order to fight back with from it, it

81
00:04:50.959 --> 00:04:54.040
<v Speaker 1>takes something that shouldn't be inherently positive but has become

82
00:04:54.079 --> 00:04:57.480
<v Speaker 1>that way. And I like this because you know, I've

83
00:04:57.480 --> 00:05:02.399
<v Speaker 1>been in the room where where the modification of my

84
00:05:02.519 --> 00:05:06.680
<v Speaker 1>behavior that was desired was gotten by my leader, not

85
00:05:06.839 --> 00:05:09.839
<v Speaker 1>by telling me that I did something wrong, but by

86
00:05:10.079 --> 00:05:13.480
<v Speaker 1>that leader calling out in knowing certain terms that someone

87
00:05:13.519 --> 00:05:16.680
<v Speaker 1>did something right while kind of side eyeing the room

88
00:05:16.680 --> 00:05:19.480
<v Speaker 1>a little bit as kind of a way of kind of,

89
00:05:19.519 --> 00:05:21.720
<v Speaker 1>you know, tongue in cheeks saying, yeah, not all of

90
00:05:21.720 --> 00:05:23.920
<v Speaker 1>you did it this way. You know, not all of

91
00:05:23.959 --> 00:05:25.680
<v Speaker 1>you did it the right way, So we're going to

92
00:05:25.759 --> 00:05:27.920
<v Speaker 1>call out the people who did it right, which I

93
00:05:27.959 --> 00:05:31.120
<v Speaker 1>think is a is a better way when when at

94
00:05:31.160 --> 00:05:32.879
<v Speaker 1>least when you're first starting out, you know, if something

95
00:05:33.000 --> 00:05:37.600
<v Speaker 1>is really problematic or is a systemic issue or ongoing issue,

96
00:05:37.879 --> 00:05:39.959
<v Speaker 1>or something that really needs to be addressed, you need

97
00:05:40.000 --> 00:05:42.519
<v Speaker 1>to be very clear with employees sometimes and that's fine,

98
00:05:42.920 --> 00:05:46.160
<v Speaker 1>but when you're trying to address broader issues or things

99
00:05:46.160 --> 00:05:49.879
<v Speaker 1>that maybe you're looking for change to occur, but that

100
00:05:49.959 --> 00:05:53.240
<v Speaker 1>wasn't the expectation before, and now something is changing these

101
00:05:53.279 --> 00:05:56.600
<v Speaker 1>ways of doing things by by you know, spurring change

102
00:05:56.639 --> 00:05:59.920
<v Speaker 1>within people by showing them how it is being done

103
00:06:00.120 --> 00:06:02.639
<v Speaker 1>right with other people. I think it's a very effective

104
00:06:02.680 --> 00:06:05.160
<v Speaker 1>way of doing it, and that is giving feedback. It's

105
00:06:05.279 --> 00:06:08.720
<v Speaker 1>just not feedback in the in the traditional sense, but

106
00:06:08.759 --> 00:06:11.800
<v Speaker 1>it can it can help and rebrand the concept of

107
00:06:11.800 --> 00:06:15.000
<v Speaker 1>feedback as a whole because it is feedback and it

108
00:06:15.079 --> 00:06:19.000
<v Speaker 1>is you know, you are hearing something from somebody else

109
00:06:19.079 --> 00:06:21.399
<v Speaker 1>on how you could be doing something better. And so

110
00:06:21.439 --> 00:06:22.680
<v Speaker 1>I want to go over some of the ways that

111
00:06:22.800 --> 00:06:25.000
<v Speaker 1>leaders can do this correctly. But first I'm want to

112
00:06:25.040 --> 00:06:27.480
<v Speaker 1>give up to one of our sponsors. All Right, if

113
00:06:27.480 --> 00:06:30.040
<v Speaker 1>you're a leader of people or just any employee who's

114
00:06:30.040 --> 00:06:33.399
<v Speaker 1>trying to you know, better your interpersonal relationships, and you're

115
00:06:33.480 --> 00:06:37.680
<v Speaker 1>and you're trying to get better at the branding or

116
00:06:37.720 --> 00:06:41.279
<v Speaker 1>the reputation that feedback in general or the feedback from

117
00:06:41.319 --> 00:06:43.360
<v Speaker 1>you has, there are two things you have to keep

118
00:06:43.399 --> 00:06:46.319
<v Speaker 1>in mind. One is that in order for feedback to

119
00:06:46.399 --> 00:06:50.000
<v Speaker 1>be effective, it has to be valid feedback that has

120
00:06:50.000 --> 00:06:52.759
<v Speaker 1>to be actually valid on the thing that you're talking about,

121
00:06:53.160 --> 00:06:56.120
<v Speaker 1>and the person you're giving it to has to believe

122
00:06:56.160 --> 00:06:59.000
<v Speaker 1>that you have the right to give it to them.

123
00:06:59.600 --> 00:07:02.600
<v Speaker 1>And the way you accomplish the second one is by

124
00:07:02.600 --> 00:07:06.000
<v Speaker 1>having the relationship with them that says that you're looking

125
00:07:06.079 --> 00:07:09.480
<v Speaker 1>out for them, not looking out for yourself. So you're

126
00:07:09.480 --> 00:07:11.879
<v Speaker 1>not giving feedback from the standpoint of how this person

127
00:07:11.920 --> 00:07:14.720
<v Speaker 1>can make your life easier. You're giving feedback to them

128
00:07:14.720 --> 00:07:19.040
<v Speaker 1>on how they can make themselves better independently of you.

129
00:07:19.519 --> 00:07:22.480
<v Speaker 1>So this isn't you taking it personally and trying to

130
00:07:22.480 --> 00:07:25.800
<v Speaker 1>coach them up. This is you letting them know that

131
00:07:25.879 --> 00:07:29.120
<v Speaker 1>what they're doing might not be self serving in terms

132
00:07:29.120 --> 00:07:32.639
<v Speaker 1>of their own advancement within an organization or their ability

133
00:07:32.680 --> 00:07:34.959
<v Speaker 1>to get their job done. And the feedback is coming

134
00:07:35.000 --> 00:07:38.000
<v Speaker 1>from a genuine standpoint of wanting them to get better.

135
00:07:38.519 --> 00:07:40.839
<v Speaker 1>The more often you do that and if you can

136
00:07:40.879 --> 00:07:43.439
<v Speaker 1>really kind of gut check with yourself on where this

137
00:07:43.480 --> 00:07:45.639
<v Speaker 1>feedback is coming from, the more likely you are to

138
00:07:45.680 --> 00:07:49.600
<v Speaker 1>accomplish that second thing. And then the first thing of

139
00:07:49.759 --> 00:07:53.360
<v Speaker 1>the is the feedback actually valid? This is where recognition

140
00:07:53.439 --> 00:07:58.560
<v Speaker 1>comes into play, because the more positive your feedback is,

141
00:07:59.279 --> 00:08:02.839
<v Speaker 1>the more you will brand feedback as positive in general.

142
00:08:03.160 --> 00:08:05.839
<v Speaker 1>And so if every time you have a conversation with

143
00:08:05.920 --> 00:08:08.720
<v Speaker 1>an employee it's about what they can do better, even

144
00:08:08.839 --> 00:08:11.040
<v Speaker 1>if you're doing it in a very positive way, Hey,

145
00:08:11.079 --> 00:08:14.199
<v Speaker 1>you're doing great, let let's work on this thing. That's

146
00:08:14.240 --> 00:08:17.079
<v Speaker 1>still considered you know, you know, kind of critical feedback

147
00:08:17.199 --> 00:08:20.079
<v Speaker 1>because you're doing great. Part is not very specific on

148
00:08:20.120 --> 00:08:22.439
<v Speaker 1>any one thing. You're not telling them what they've done well.

149
00:08:22.720 --> 00:08:25.040
<v Speaker 1>You're just telling them trying to reassure them they're doing

150
00:08:25.120 --> 00:08:27.680
<v Speaker 1>well in general or trying to sandwich that feedback in

151
00:08:27.720 --> 00:08:31.800
<v Speaker 1>between positive things. That is not a positive feedback experience

152
00:08:31.800 --> 00:08:36.000
<v Speaker 1>for an individual. The positive feedback experiences are the ones

153
00:08:36.120 --> 00:08:40.080
<v Speaker 1>where the employee is being given recognition, either individually or

154
00:08:40.200 --> 00:08:43.799
<v Speaker 1>tangentially by recognizing somebody else while they're in the vicinity

155
00:08:43.840 --> 00:08:47.159
<v Speaker 1>of that person. Those are the ways that you increase

156
00:08:47.200 --> 00:08:50.039
<v Speaker 1>the number of times that feedback has a positive connotation

157
00:08:50.159 --> 00:08:53.080
<v Speaker 1>to it, and then when you do give, you know,

158
00:08:53.200 --> 00:08:57.159
<v Speaker 1>critical feedback of somebody, those tend to get kind of

159
00:08:57.240 --> 00:09:00.559
<v Speaker 1>lost in the mix of all the positive and they're

160
00:09:00.639 --> 00:09:04.080
<v Speaker 1>left with a much more positive feeling from the from

161
00:09:04.080 --> 00:09:06.600
<v Speaker 1>the individual because it is not just oh, here we

162
00:09:06.679 --> 00:09:09.039
<v Speaker 1>go again another time where my boss is telling you

163
00:09:09.039 --> 00:09:09.759
<v Speaker 1>what I've done wrong.

164
00:09:09.879 --> 00:09:12.639
<v Speaker 2>Yeah, I appreciate the intention here, Like I think that

165
00:09:12.679 --> 00:09:16.200
<v Speaker 2>it's like there's just the way that we I think

166
00:09:16.399 --> 00:09:20.600
<v Speaker 2>mimic feedback and mimic recognition based upon our own experience

167
00:09:20.639 --> 00:09:23.759
<v Speaker 2>and what we've seen, and then what we either what

168
00:09:23.840 --> 00:09:26.759
<v Speaker 2>we enjoy or what we appreciate in those types of things,

169
00:09:26.879 --> 00:09:32.080
<v Speaker 2>versus a true understanding of how you, as a leader

170
00:09:32.600 --> 00:09:35.720
<v Speaker 2>want to manage the language and want to manage the

171
00:09:35.799 --> 00:09:38.559
<v Speaker 2>narrative of the words that you're using day in and

172
00:09:38.600 --> 00:09:41.600
<v Speaker 2>day out and in a word like feedback, you know,

173
00:09:41.720 --> 00:09:45.600
<v Speaker 2>can go both ways. It can easily be something that

174
00:09:45.759 --> 00:09:47.919
<v Speaker 2>is to your point just now, like oh my gosh,

175
00:09:47.960 --> 00:09:50.879
<v Speaker 2>here here's you know, here's some feedback. Here we go again,

176
00:09:51.039 --> 00:09:54.840
<v Speaker 2>what else did I do wrong? Or it can be

177
00:09:54.960 --> 00:09:57.960
<v Speaker 2>very much a celebrated and like I really appreciate the

178
00:09:58.000 --> 00:10:01.000
<v Speaker 2>feedback that I get from my team, from my leader

179
00:10:01.039 --> 00:10:03.799
<v Speaker 2>because it helps me to get better. And I think

180
00:10:03.799 --> 00:10:07.000
<v Speaker 2>that if you if you want to create that type

181
00:10:07.120 --> 00:10:11.720
<v Speaker 2>of a you know, uh, an environment or culture around

182
00:10:12.000 --> 00:10:15.600
<v Speaker 2>kind of bettering each other a word like feedback, it's

183
00:10:15.639 --> 00:10:19.679
<v Speaker 2>so important to role model how you want to define

184
00:10:19.679 --> 00:10:23.960
<v Speaker 2>that and to utilize it in ways that people don't

185
00:10:24.000 --> 00:10:27.279
<v Speaker 2>associate it with the negative connotation that it has, but

186
00:10:27.399 --> 00:10:32.480
<v Speaker 2>really understand and appreciate the value that it brings, you know,

187
00:10:33.120 --> 00:10:34.919
<v Speaker 2>every single day. But I think that to your point, like,

188
00:10:35.000 --> 00:10:36.960
<v Speaker 2>you have to have some intention here. You have to

189
00:10:37.720 --> 00:10:40.279
<v Speaker 2>consider it and think about how you're going to use

190
00:10:40.360 --> 00:10:44.559
<v Speaker 2>the word and when you use it, and how you

191
00:10:44.679 --> 00:10:48.320
<v Speaker 2>tie what you highlight, what you share or what you

192
00:10:48.360 --> 00:10:51.360
<v Speaker 2>promote to the team along with it, Like, these are

193
00:10:51.399 --> 00:10:54.000
<v Speaker 2>really important concepts when you're looking to build a culture

194
00:10:54.320 --> 00:10:57.360
<v Speaker 2>and and and build some positivity around people wanting to

195
00:10:57.399 --> 00:10:59.919
<v Speaker 2>get feedback to want to get better at what they're focused.

196
00:11:00.240 --> 00:11:03.000
<v Speaker 1>Right. And I love that that last part there, because

197
00:11:03.480 --> 00:11:06.120
<v Speaker 1>when you say people wanting to get feedback, you know

198
00:11:06.200 --> 00:11:09.080
<v Speaker 1>that that sounds like, you know, aspirational. It's like, oh,

199
00:11:09.080 --> 00:11:11.200
<v Speaker 1>we want to create an environment where people want to

200
00:11:11.240 --> 00:11:15.679
<v Speaker 1>get feedback. You know, I can't imagine an environment where

201
00:11:15.679 --> 00:11:19.240
<v Speaker 1>I want to get feedback other than one where I

202
00:11:19.320 --> 00:11:23.200
<v Speaker 1>am positive that the feedback I'm getting is feedback that

203
00:11:23.399 --> 00:11:28.159
<v Speaker 1>helps me do something better, like that betters myself, not

204
00:11:28.240 --> 00:11:30.919
<v Speaker 1>that makes my boss's life easier, or not that makes

205
00:11:30.919 --> 00:11:33.799
<v Speaker 1>my coworker's life easier. I'm not saying those things are important,

206
00:11:33.879 --> 00:11:36.559
<v Speaker 1>you know, those are all very important. But the feedback

207
00:11:36.600 --> 00:11:39.960
<v Speaker 1>that really sticks is the feedback where I can interpret

208
00:11:39.960 --> 00:11:43.279
<v Speaker 1>it as something that will help me be a better

209
00:11:43.360 --> 00:11:47.840
<v Speaker 1>person in general, help me create better interpersonal relationships, help

210
00:11:47.960 --> 00:11:51.080
<v Speaker 1>me carry the influence that I want to carry with

211
00:11:51.200 --> 00:11:53.200
<v Speaker 1>people in order to be able to get work done,

212
00:11:53.480 --> 00:11:57.279
<v Speaker 1>in order to kind of influence teams and you know,

213
00:11:57.360 --> 00:12:01.080
<v Speaker 1>kind of work together amongst people. All of these skills

214
00:12:01.120 --> 00:12:04.480
<v Speaker 1>are things that are are needed to get the best

215
00:12:04.519 --> 00:12:09.000
<v Speaker 1>work done. And and feedback that that I can genuinely

216
00:12:09.080 --> 00:12:12.840
<v Speaker 1>tie back to my ability to do those things. Is

217
00:12:12.919 --> 00:12:14.960
<v Speaker 1>feedback that I, you know, I can take and run

218
00:12:15.039 --> 00:12:17.600
<v Speaker 1>with because I feel like, Okay, I'm adding more tools

219
00:12:17.639 --> 00:12:20.039
<v Speaker 1>to my tool belt. You know. Any feedback that is

220
00:12:20.120 --> 00:12:22.639
<v Speaker 1>just about how to not step on this person's toes

221
00:12:23.039 --> 00:12:25.120
<v Speaker 1>or how to not rub this person the wrong way,

222
00:12:25.200 --> 00:12:28.240
<v Speaker 1>or how to like all that all that is is

223
00:12:28.639 --> 00:12:32.000
<v Speaker 1>you know, uh, it creates a culture where I feel

224
00:12:32.000 --> 00:12:35.159
<v Speaker 1>like I'm walking on eggshells around whoever that person is,

225
00:12:35.559 --> 00:12:37.600
<v Speaker 1>and I haven't. I don't feel like I'm getting any

226
00:12:37.639 --> 00:12:41.559
<v Speaker 1>better at anything. I just feel like I am, you know,

227
00:12:41.600 --> 00:12:43.879
<v Speaker 1>having to kind of hinder the things that I do

228
00:12:44.399 --> 00:12:47.759
<v Speaker 1>in order to get my work done without you know,

229
00:12:47.840 --> 00:12:51.279
<v Speaker 1>being a bother to this person. And that's not the

230
00:12:51.279 --> 00:12:54.799
<v Speaker 1>same things as feedback, and it's definitely not what recognition

231
00:12:54.919 --> 00:12:57.600
<v Speaker 1>is or using recognition to do that. Thank you all

232
00:12:57.600 --> 00:13:00.320
<v Speaker 1>for this discussion on employee engagement. We'll see you Thursday

233
00:13:00.360 --> 00:13:02.200
<v Speaker 1>for the next one. Have a great day.