Why Feedback Fails
The belief in the necessity of feedback is based on three beliefs—all of which are wrong.
There’s an insidious practice that’s been snaking its way through organizations in the past years; and it’s called Feedback. We’ve all been told we need to get better at delivering feedback, accepting feedback and improving ourselves because of it. We’ve even been told that feedback is the best—sometimes the only—way to improve ourselves and grow.
But if you’ve read my article with Ashley Goodall in Harvard Business Review, you know that’s a myth. Feedback might stop you from making mistakes, but it will never help you excel. And it is high time we stopped pretending that it does.
This video originally appeared on marcusbuckingham.com.
Best-Selling Author; Global Researcher
Marcus Buckingham is a global researcher, thought leader and leading expert on talent, focused on unlocking people’s strengths, increasing their performance and pioneering the future of how people work. A former senior researcher at Gallup Organization, he now guides the vision of ADP Research Institute as Head of People + Performance. He is the author of nine books, including First Break All the Rules, and Now Discover Your Strengths, two of the best-selling business books of all time. His latest release—Nine Lies About Work: A Freethinking Leader’s Guide to the Real World —takes an in-depth look at the lies that pervade our workplaces and the core truths that will help us change it for the better