Most of us have one person in our inner circle who can be trusted to give us (sometimes brutally) honest feedback. Sometimes, this person can be blunt; what he has to say can make you a little uncomfortable. But, because he’s so straightforward, you know he’s not trying to upset you — and you know exactly where you stand with him. He has your best interests at heart. Because of this, he’s one of your most loyal and trusted confidants.
I’m lucky to have such a person in my life. He’s not only been by my side for years, but he’s also the person I turn to when I need advice. He’s pretty good at keeping me grounded when I get worked up. I actually use him as a model when I need to have open and honest conversations with others.
This is especially true when it comes to performance conversations. As David Rock, Jay Dixit, and Barbara Steel from the NeuroLeadership Institute explained in a piece for Quartz, “At most organizations, performance conversations are treated as a painful necessity — an unavoidable chore that’s unpleasant for managers and employees alike.”
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