The Feedback Book

50 Ways to Motivate and Improve the Performance of Your People

Non-Fiction - Business/Finance
128 Pages
Reviewed on 12/09/2016
Buy on Amazon

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    Book Review

Reviewed by Vernita Naylor for Readers' Favorite

When you think about annual appraisals, what comes to mind? Do your hands begin to sweat? Do you experience panic attacks? Or do you welcome the feedback? For years, annual appraisals have been viewed as the game of death. It appears that annual appraisals are parallel to having your head on the chopping block and walking the plank. The Feedback Book: 50 Ways to Motivate and Improve the Performance of Your People by Dawn Sillett teaches employers fifty ways how to better encourage, motivate and support their employees. With the proper forms of communication, the desired business goals and deliverables will be met, the business operation will stay afloat, and the employee turnover will be minimized. In The Feedback Book, Dawn Sillett provides a complete set of exercises at the end of each chapter and introduces the EDGE concept, which creates the atmosphere to roll up your sleeves and begin to make a conscious paradigm shift of change.

As I began to navigate through the pages of The Feedback Book, I began to see how important not only frequent constructive communication is, but autonomy as well. All of these factors executed collectively allow the employee to truly feel like a part of the company and, in being a part of the company, they will begin to welcome constructive communication. “Feedback is when someone provides their thoughts to another person on their behaviour. The thoughts given may be positive or they may point out something that needs to be improved. Feedback given well is a gift,” says Dawn Sillett.

Using Dawn Sillett’s previous statement in The Feedback Book, the employer including the manager, is in the position to give the tools needed to help the employee to improve, and the metrics to help them to measure their steps. As a gift to the employee, they are able to engage in a two-way constructive communication dialogue with their employer, including the manager, which creates the ability to become accountable and take ownership of their actions. Employers, don't wait until the annual appraisal time to engage with your employees; stay connected with them at least every month or quarter.