Many people do not know what they are "doing well" or "why this is good". The so-called positive feedback is actually giving detailed (emphasized) feedback based on "why is it good" when the other party is doing well. For example, don't just say "you're awesome" and "you're doing really well", but make it clear what you did, what it's worth, and why it's good. For example, "You have done is very good. You have brought to the company by putting your mind on a problem that was difficult to solve. This reflects your tenacity. Tenacity is a very precious quality.
And the reason for bragging is best to match the values that the company believes in, rather than bragging about "you're smart" and "you're talented", but bragging about "you're tough" and other words based on acquired effort and character . Don't let the special leads other person mistake you for being praised for your talent, and keep trying to prove your talent. On the contrary, when "making mistakes", scolding and teaching them will be counterproductive. Correct feedback on where the other party has problems and what is the objective reality, but choose to tell Ta that I have made the same mistake. In fact, there is a better way, and finally forgiveness is the best moment to connect with the other party's feelings the ordinary product manager.
Founders can’t fill up too much time, they need to leave blank, otherwise they don’t have time to think about going out to find people, find money, find directions, and see if the strategy deviates, which is a terrible thing. In the same way, people who are tired of running will not have any innovative breakthroughs. 82. Recently, as an entrepreneur and boss, I finally feel that I have managed to upgrade and iterate, and I have summarized a few more profound experiences and insights. I hope to help more bosses who are as bald as me, and are between "want to be a good boss" and "don't want to be a good person and end up suffering and losing the company's performance".