In this chapter we have dealt with the less pleasant end of the feedback spectrum: delivering reprimands:
I've shared some of my own experiences and some examples of how not to do it, using Trevor and the team as a case study
You've picked up the DESC model, which is the last of the formal structures that I'm going to share with you in this book
You've had a chance to put the DESC model into practice
It's time to reflect again, so here are a couple of thought provokers for you:
How do you feel about delivering reprimands in the workplace?
If you've ever been on the receiving end of one or have witnessed one, what impact did it have?
If you've delivered one before, how well did it go?
In the next chapter, we're going to deal with the tricky subject of giving feedback to someone who has violated your personal boundaries, even if they are more senior to you. Take a deep breath…