Daniel Pink
#1 New York Times bestselling author
Daniel Pink is one of the most influential modern writers on the intersection of business and human behavior. He has published six books on the subject, including the New York Times bestsellers When: The Scientific Secrets to Perfecting Timing and A Whole New Mind: Why Right-Brainers Will Rule the Future and the #1 New York Times bestsellers To Sell is Human: The Surprising Truth about Moving Others and Drive: The Surprising Truth about What Motivates Us. His books have won multiple awards and have been translated into 41 languages.
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When we make progress and get better at something, it is inherently motivating. In order for people to make progress, they have to get feedback and information on how they’re doing.
Flight Template Series: Managing a Team Through Project Beginnings, Midpoints, and Endings
Project Management: Feedback
Categories
Description
Ask anyone what the main mechanism is for feedback on the job and most will answer: “the annual performance review.” Daniel Pink’s research shows that a myriad of flaws exist with this annual model: first, it’s annual, and it’s hard to get better at something if you receive feedback on your performance just once a year; second, performance reviews are rarely authentic conversations and can often be hollow and formulaic. The workplace is one of the most feedback-deprived places in modern life — at the very time when considerable research shows that regular, specific, actionable feedback is key to high performance. Use this flight to help gauge whether or not your team is receiving the feedback they need to improve, and get helpful ideas on what’s working and how to improve feedback norms or your team.
Suggested Questions
Types of Insights
Better insight into the feedback and frequency of feedback your team needs to get better at their jobs
What works in the way your team shares feedback
Ideas around how to change feedback