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    is not giving clear, actionable feedback about their expectations and the behaviors that need to change
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    How to give feedback to employees is one of the most frequent issues that my coaching clients raise. Usually the situation is framed as dealing with a problem employee – someone who won’t listen, doesn’t follow instructions, isn’t careful with his or her work, or somehow isn’t working out. Sometimes the individual really isn’t the right match for the job. More often, though, the real problem is a manager who is not giving clear, actionable feedback about their expectations and the behaviors that need to change.
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    ually the situation is framed as dealing with a problem employee – someone who won’t listen, doesn’t follow instructions, isn’t careful with his or her work, or somehow isn’t working out. Sometimes the individual really isn’t the right match for the job. More often, though, the real problem is a manager who is not giving clear, actionable feedback about their expectations and the behaviors that need to change
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    llow instructions, isn’t careful with his or her work, or somehow isn’t working out. Sometimes the individual really isn’t the right match for the job. More often, though, the real problem is a manager who is not giving clear, actionable feedback about their expectations and the behaviors that need to change
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    vidual really isn’t the right match for the job. More often, though, the real problem is a manager who is not giving clear, actionable feedback about their expectations and the behaviors that need to change
    How to Close Your Interview and Leave a Lasting Positive Impression
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    is not giving clear, actionable feedback about their expectations and the behaviors that need to change.

    Many people equate giving feedback with initiating a confrontation, and therefore avoid it. One company president confessed that he was afraid to bring up performance issues with an employee because, “I’m afraid he’ll get really angry.” Some managers spend their evening hours re-doing a subordinate’s work, hoping that the individual will “catch on” to what the manager wants. Others get so frustrated th

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