Your stake, as a manager,
is to organize the work of your teams,
and to push them towards reaching the expected results.
Of course, your collaborators are different,
and you are going to learn how to know them better.
All of them meet on three fundamental points:
The need of recognition,
the need of stimulation,
and the need of structuration.
Let's begin with the need of recognition.
The quality, the intensity, and the variety of the recognition signs you are going to give,
which is what we also call feedback,
will have a direct impact on your collaborators' energy and autonomy.
To be efficient, a feedback must be:
personalised,
appropriate,
sincere, and benevolent.
Informative and constructive.
Conditional (bound to an activity or a situation).
The synthesis work that you realized is perfect!
Or inconditional (about the person).
Your synthesis spirit allows the team to move forward.
Finally, it is: positive, pleasant for the person,
or, negative;
useful, but unpleasant for the person.
You identified the main key decisions,
but your synthesis is missing points that were talked about during the meeting.
Do you agree?
100 positive conditional feedbacks are needed
to compensate with the harmful effect of one negative inconditional feedback.
This synthesis work is really bad.
Constantly sending the same positive feedback lowers its efficiency,
and can even make it become negative.
You have a great synthesis spirit.
Ok, but I have other qualities as well...
You often give feedback by using your usual "communication filters",
which are not necessarily the ones of your collaborators.
Your synthesis is awesome!
He always says "awesome"... What does that even mean? He is never precise!