Don'T Ignore Employee Feedback.

I often have meetings with general or slightly inferior employees, but I rarely write how to discuss feedback with those who perform well.

Am I right?

This is a question worth discussing.

Here I would like to introduce my friend haw ward.

Morgan (Howard Morgan), who has worked as a senior vice president of human resources and co authored the art and practice of leadership, has a lot of experience in communicating with employees, so he can answer this question well.

The key problem is to make sure that the feedback from "good news without news" is not an effective way of management.

We often assume that these excellent employees are very clear about our recognition of their contributions, so they ignore the feedback information from them.

"I know you've done a great job" or "write your work report and I'll sign it." are you familiar with these perfunctory remarks?

Here are some school tips to show you how to communicate with your talented employees to motivate them.

The same way to prepare for the seminar is to highlight your concerns in detail and to focus on team members' problems or opportunities for growth.

If they really feel the affirmation of your company and their value, then give them room for thought, due respect and the time they need.

We hope that excellent employees will continue to look for new jobs.

The most effective way to encourage them is to tell them that "you don't need to do anything".

In our database, among the top 4 million leaders, the highest level of excellence is those who are willing to further improve themselves.

These people have the will and need to learn and grow, so you have to help them find opportunities.

To distinguish the value of those excellent employees from you or your company.

Explain to them the reasons for their contribution in the company or the reasons for their roles and their effects, and then appreciate and affirm them from your personal point of view.

The company can objectively and honestly look at the future development opportunities of the company, and do not attempt to exceed the promise.

It is best to be honest and not to make promises that you can't achieve for the wishes of individual superior subordinates.

As a leader, you have to understand that you have an absolute right to keep those people.

The reason for employee retention is their satisfaction with leaders.

So let them always feel challenged: give them continuous suggestions, recognize and express your affirmation and appreciation of their contributions.

The most important thing is to realize that you will have an impact on their growth and satisfaction.

Marshall.

Goldsmith (Marshall Goldsmith) is the world authority to help business leaders actively pform leadership behavior.

He ranks among the 50 outstanding thinkers and business leaders who have made significant impact on the management field in the past 80 years, and the ten senior management educators of the Wall Street journal.

He received his doctorate from the University of California, and now runs his consulting firm and teaches at Dartmouth College.

Du Jun, editor in chief: