00:00So giving feedback and not avoiding conflict is a feedback I got and embraced it.
00:05When I started to lead people, I always had a hard time in telling people, especially
00:09when performance was not so good, it's easy to tell someone, great job, well done.
00:13But when things are not so well, I struggled with that, you know, giving somebody a feedback
00:18sort of, you know, you need to improve this, this, this.
00:20Now I feel if I don't do it, I really urge to do it because I feel that I owe
00:24it to the
00:24person, but it also will improve us as a company and the other person as a person.
00:28So giving feedback and not avoiding conflict is a feedback I got and embraced it.
00:33I'm getting more direct because again, if you beat around the bush on the feedback, you
00:38tell you're a great person and blah, blah, blah.
00:40And then you go into giving the real feedback.
00:43You know, what I do is I give the feedback, but I spend more time in talking.
00:46How can I help?
00:47What is a possible solution that I would suggest or that we can work through together?
00:52And normally that leads them into a stronger personal relationship.
00:55So not a particular structure, but really as direct as possible.
00:58The feedback from those people are, is that it's much more valuable for them to receive
01:02it that way because it's clear.
01:04So, let's get started.
01:04So, let's get started.
01:04So, let's get started.
