To be a great manager, invite feedback in form of their perspective on how you can help them perform, not about what you are good or bad at. Getting feedback at any point in your career is essential.

Research has found roughly 87% of employees want to “be developed” in their job, but only a third report actually receiving the feedback they need to engage and improve. The research proves what we ...

Opinions expressed by Entrepreneur contributors are their own. Sometimes we lose sight of how vital morale is to a company’s success. Studies show that offices and businesses with high morale have ...

The authors do not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and have disclosed no relevant affiliations beyond their ...

The Fast Company Executive Board is a private, fee-based network of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. BY Cody Barbo It’s common ...

Honest feedback is the breakfast of champions: it allows those who seek and incorporate it to identify their blind spots, increase self-awareness, and become a better version of themselves.

Pam Birtill does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their ...

Opinions expressed by Entrepreneur contributors are their own. Feedback is the fuel that drives growth and excellence. We all depend on feedback to keep us on track, to know what we are doing well and ...

A version of this article appeared in the Winter 2018 issue of strategy+business. Not too long ago, 62 employees at a major consultancy found themselves getting called into a room in pairs, neither ...

In today’s hyper-competitive marketplace, customer feedback is more than just a measure of satisfaction—it’s a roadmap for growth and an opportunity to build a thriving community around your brand.

Matt Dailey, a software engineer for a data management company, was managing a team with an engineer who wasn’t performing well. This was clear to Dailey—and to the employee. Yet, as I describe in my ...