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Buchzusammenfassung

Dr. Therese Huston received her MS and PhD in cognitive psychology from Carnegie Mellon University. Huston was the founding director of the Center for Excellence in Teaching and Learning at Seattle University. She has written for the New York Times and the Harvard Business Review and has previously given talks at Microsoft, Amazon, TEDxStLouis, and Harvard Business School. Huston is the author of Teaching What You Don't Know and How Women Decide.

Effective feedback begins with identifying whether the conversation requires appreciation, coaching, or evaluation, as each serves a distinct purpose. Appreciation reinforces positive actions and builds relationships, especially with new or inexperienced employees, while coaching focuses on guiding growth and addressing specific challenges. Evaluation, on the other hand, clarifies performance levels and progress toward goals. Trust is essential for feedback to be impactful, and avoiding pitfalls like rigid scripts, focusing solely on problems, or dismissing the potential for personal growth ensures a constructive dialogue. Clearly communicating good intentions and showing empathy can transform difficult conversations into opportunities for development. Frequent, meaningful praise fosters motivation and team cohesion, while regular check-ins prevent surprises during evaluations and maintain alignment. Delivering negative feedback in private with a growth mindset minimizes stress and encourages improvement. Above all, listening with empathy and validating emotions creates a supportive environment where feedback is truly heard and valued.

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