Recognize That People Process Information Differently

You have just given Jeff feedback on the high number of errors his budget contains and the impact of all those mistakes. Jeff is very interested in doing well and getting ahead, and he's astonished by this information. He clearly had no idea that his work in this particular area was slipshod. But when you ask what specific actions he can take, Jeff offers only vague assertions and promises.

You could work out a plan for Jeff to begin assembling his reports earlier and to have his numbers checked by others before they are distributed.

But you see that Jeff is surprised and chagrined, and you know that he would probably prefer to work out his own plan for correcting the problem. He needs time to absorb the bad news and to figure out what he needs to do differently.

In giving feedback, you will find that some subordinates understand your message instantly and move immediately into talking about all the implications and ramifications. Other subordinates need time and privacy to digest information, and hate to be put on the spot to make decisions on the basis of perceptions and suggestions that are brand-new to them. If you press such a person for a decision before he or she has had time to ponder, the result is likely to be a bad choice and a weak commitment.

These differences between people should not be taken to represent defects or weaknesses but should instead be recognized for their strong implications about how people may express themselves and how they may react to new information and novel situations.