Gary Winters

Coach  Workshop Facilitator Author

Get off your “but” and deliver more effective feedback

Mary has just come from a meeting with Alex, a relatively new member of her team, where she watched Alex deliver a short presentation. Mary wants to seize the “coachable moment” and give him some feedback on his performance. From her point of view, the presentation went fairly well. That said, it would have been much better had Alex prepared handouts for everyone.

It’s been said that we can send a message around the world in a seventh of a second, but getting it through a quarter inch of human skull can take much longer. In this case, one little word can derail all of Mary’s good intentions.

The word is but.

Mary has two thoughts she wants to convey.

  1. She wants him to know the presentation went well.
  2. She also wants to suggest he prepare handouts the next time for even better results.

If she’s mindful, she’ll avoid a common mistake many of us make when we give feedback like this: she’ll avoid using the word “but” between the two thoughts. She won’t say, “That was a good presentation, but it would have been more effective if you’d brought handouts for everyone.”What’s so wrong with that?

It’s not inaccurate, it’s not mean-spirited, and it’s certainly not rude. It’s just not as effective as it could be. What will Alex actually hear once that message penetrates his skull?

Your presentation wasn’t very good, because you should have brought handouts! As soon as he hears the word “but” he will discount the first half of her message.

What could she have said?

The most important consideration when giving feedback is delivering it in such a way that it “lands” easily. When you want to offer feedback that contains both good news (the presentation went well) and room for improvement (you might consider preparing handouts for the next one), use the word “and” between the two pieces of information. This overcomes the tendency of most people to react to such feedback by discounting the first half of the message.

So, Mary could say, “That presentation was pretty darn effective, Alex. I liked the way you organized the material, and I have a suggestion. Next time, consider having handouts for everyone.”

Think I’m making too much of one little word?

Try it yourself. The next three times you have feedback about something that you feel both positive about and have a suggestion or two for improvement, practice inserting the word “and” between the two thoughts. See for yourself whether your feedback lands well. I’m betting it will.

Oh, and one more thing. However is just a three syllable synonym for but. Don’t try to finesse it. Just make the substitution and you’ll be far more effective sending your message. Once you get in the habit of changing “but” to “and,” you will get more messages to penetrate that quarter inch of skull, and they’ll take your suggestions for improvement more readily.

It’s harder to lead if people don’t hear what you’re really saying!

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

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No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.