Therese Huston

Recent studies have revealed 44% of managers dread giving feedback, and 65% of employees wish their managers gave more feedback. But fear of hurt feelings leads managers to bite back valuable insights. For managers, feedback can turn average performers into the hardest workers and stars into superstars. This handbook will make a once-awkward chore feel natural, and, by greasing the wheels of regular feedback conversations, help managers improve performance, trust, and mutual understanding.

Make Effective Feedback Your Superpower

Let's Talk

What's different for women making big decisions? Cognitive psychologist Therese Huston offers this definitive playbook for making stronger, wiser choices that thoughtfully addresses how the cultural landscape and the research defines how women decide."

What's True, What's Not, and What Strategies Spark the Best Choices

How Women Decide

In a practical and funny resource, an experienced teaching consultant offers creative strategies for teachers and professors who are handling a subject they don't know, in a book that offers tips for introducing topics in a lively style, for teaching unresponsive students, and for dealing with impossible questions.

Teaching What You Don’t Know

我想和你聊一聊：哈佛商業評論高人氣作者告訴你受用一生的6個溝通策略

A game-changing model for giving effective feedback to peers, employees, or even your boss--without offending or demotivating. How are you supposed to tell someone that they're not meeting expectations without crushing their spirit? Regular feedback, when delivered skillfully, can turn average performers into the hardest workers and stars into superstars. Yet many see it as an awkward chore: Recent studies have revealed 37% of managers dread giving feedback, and 65% of employees wish their managers gave more feedback. This trail-blazing new model eliminates the guesswork. Dr. Therese Huston, the founding director of the Center for Excellence in Teaching and Learning at Seattle University, discovered that the key to being listened to is to listen. First, find out what kind of feedback an employee wants most: appreciation, coaching, or evaluation. If they crave one, they'll be more receptive once their need has been satisfied. Then Huston lays out counterintuitive strategies for delivering each type of feedback successfully, including: • Start by saying your good intentions out loud: it may feel unnecessary, but it makes all the difference. • Side with the person, not the problem: a bad habit or behavior is probably less entrenched than you think. • Give reports a chance to correct inaccurate feedback: they want an opportunity to talk more than they want you to be a good talker. This handbook will make a once-stressful ordeal feel natural, and, by greasing the wheels of regular feedback conversations, help managers improve performance, trust, and mutual understanding.

'Brilliant . . . empowers you with ninja listening skills, emotional management techniques, and whip-smart scripts to create real behaviour change and lasting trust.' - Nir Eyal, bestselling author of HOOKED and INDISTRACTABLE Critical feedback, delivered frequently and expertly, can be a game changer - it can turn average performers into the hardest workers and stars into superstars. But fear of hurt feelings and awkward conversations often lead managers to hold back from offering crucial insights. According to recent studies, 44% of managers dread giving feedback, while 65% of employees wish their managers gave more. In Let's Talk, Dr Therese Huston shows how to deliver feedback effectively and with confidence. Starting with the best ways to approach the evaluation process, Huston explains the importance of siding with the other person, stating your good intentions and working out what kind of critique your employees want most - do they want to be appreciated, coached or evaluated? Huston then delves into the six practical tools you need to deliver impactful feedback, including how to take steps to ensure unconscious bias doesn't leak into your appraisal. Above all, Dr Huston offers a step-by-step plan to prove that productive, collaborative assessments are straightforward and not, as they sometimes seem, a Jedi mind trick. This handbook offers the tools to help anyone, from executives to teachers to coaches, to improve performance, trust and morale and make a once-dreaded task feel natural.

Therese Huston

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