From The Complete Feedback skills training book, Sue Bishop:


"Does anyone read Introductions, or do busy managers plough straight into the main body of the text to search for something that is going to be of immediate and practical use to them? Working on the assumption that putting this question to you will engage your interest for a few seconds, I will continue with a brief introduction to let you know why this book was written in the way it was. I will be brief...

Although it would be flattering to think that this could be your bedtime reading for the next couple of days, and that you will study the book from cover to cover, I am realistic enough to know that this is unlikely to be the case."

"If the other person is suggesting change that cannot possibly happen - for example, 'You should be taller'" (wth)

"'[Give feedback] As little as possible; if someone wants help or another's opinion, they will ask for it.' This type of response stems from one of two sources. Either you really don't care about the other person - how they are progressing, how they are feeling... If the first option is your opinion, then your future in management today is decidedly shaky."

"The larger the room and the higher the ceiling, the more quietly we speak"

"The manager and the telephone: This chapter will not insultyour intelligence by looking at basic telephone skills"