Feedback Appreciation Quotes

There is a purpose for everyone you meet. Some people will test you, some will use you, some will bring out the best in you, but everyone will teach you something about yourself. Both positive and negative relationships teach you valuable lessons. This is an incredible step toward expanding your consciousness. The road to self-discovery requires help from others. As humans we are always seeking feedback and approval from others. That is how we learn and become better as individuals. No relationship is a waste of time. The wrong ones teach you the lessons that prepare you for the right ones. Appreciate everyone that enters your life because they are contributing to your growth and happiness.

KM: Yes. Mrs. Lopez, she's human. And you know, clearly, she'd like people to show some appreciation for her hard work. But if people just, you know, take her pie and don't even say, "Hey, nice pie," they just scarf it down or whatever- MH: I could see how that would get to be annoying. I mean, if you're constantly providing...pie. And getting no positive feedback- KM: Right! And what about your future? I mean, how do you know people are still going to want your pie in the future? Supposing they become a famous rock star or something. People are going to be offering them pie all over the place. If they haven't promised only to eat your pie, well, where does that leave you?

Communications are much clearer if you recognize that there are three kinds of feedback: appreciation, coaching, and evaluation.

Appreciation — motivates and encourages. Coaching — helps increase knowledge, skill, capability, growth, or raises feelings in the relationship. Evaluation — tells you where you stand, aligns expectations, and informs decision making.

When I took over as chair of the fashion program, I was horrified that only the faculty member was allowed to speak in a critique. I'm talking about perfectly nurturing teachers. But the rule was there would be no call of hands for students to contribute their feedback. It was embedded in the department's culture. That was alarming to me. When I was teaching, I was the least important person in the room as far as I was concerned--my students' points of view mattered most. I wanted to learn who they were and teach them to respect one another's perspectives. I would start off by saying something like, "I am having trouble understanding how this work solves the problem at hand. Here are some things about the work that I appreciate: X, Y, Z. But I see these virtues independent of the problem we're solving.

and confused if someone does not appreciate their niceness. Others often sense this and avoid giving them feedback not only, effectively blocking the nice person’s emotional growth, but preventing risks from being taken. You never know with a nice person if the relationship would survive a conflict or angry confrontation. This greatly limits the depths of intimacy. And would you really trust a nice person to back you up if confrontation were needed? 3. With nice people you never know where you really stand. The nice person allows others to accidentally oppress him. The “nice” person might be resenting you just for talking to him, because really he is needing to pee. But instead of saying so he stands there nodding and smiling, with legs tightly crossed, pretending to listen. 4. Often people in relationship with nice people turn their irritation toward themselves, because they are puzzled as to how they could be so upset with someone so nice. In intimate relationships this leads to guilt, self-hate and depression. 5. Nice people frequently keep all their anger inside until they find a safe place to dump it. This might be by screaming at a child, blowing up a federal building, or hitting a helpless, dependent mate. (Timothy McVeigh, executed for the Oklahoma City bombing, was described by acquaintances as a very, very nice guy, one who would give you the shirt off his back.) Success in keeping the anger in will often manifest as psychosomatic illnesses, including arthritis, ulcers, back problems, and heart disease. Proper Peachy Parents In my work as a psychotherapist, I have found that those who had peachy keen “Nice Parents” or proper “Rigidly Religious Parents” (as opposed to spiritual parents), are often the most stuck in chronic, lowgrade depression. They have a difficult time accessing or expressing any negative feelings towards their parents. They sometimes say to me “After all my parents did for me, seldom saying a harsh word to me, I would feel terribly guilty complaining. Besides, it would break their hearts.” Psychologist Rollo May suggested that it is less crazy-making to a child to cope with overt withdrawal or harshness than to try to understand the facade of the always-nice parent. When everyone agrees that your parents are so nice and giving, and you still feel dissatisfied, then a child may conclude that there must be something wrong with his or her ability to receive love. -§ Emotionally starving children are easier to control, well fed children don’t need to be. -§ I remember a family of fundamentalists who came to my office to help little Matthew with his anger problem. The parents wanted me to teach little Matthew how to “express his anger nicely.” Now if that is not a formula making someone crazy I do not know what would be. Another woman told me that after her stinking drunk husband tore the house up after a Christmas party, breaking most of the dishes in the kitchen, she meekly told him, “Dear, I think you need a breath mint.” Many families I work with go through great anxiety around the holidays because they are going to be forced to be with each other and are scared of resuming their covert war. They are scared that they might not keep the nice garbage can lid on, and all the rotting resentments and hopeless hurts will be exposed. In the words to the following song, artist David Wilcox explains to his parents why he will not be coming home this Thanksgiving: Covert War by David Wilcox

The basic unit of analysis in face-to-face communication is the feedback loop. For example, if you were given the task of describing an interaction between a cat and a dog, you might make entries like: "Cat spits, ... dog bares teeth, ... cat arches back,... dog barks,... cat—" At least as important as the particular actions described is the sequence in which they occur. And to some extent, any particular behavior by the cat becomes understandable only in the context of the dog's behavior. If for some reason your observations were restricted to just the cat, you would be challenged by the task of reconstructing what the cat was interacting with. The cat's behavior is much more difficult to appreciate and understand in isolation.

Therapists must be familiar with their own dark side and be able to empathize with all human wishes and impulses. A personal therapy experience permits the student therapist to experience many aspects of the therapeutic process from the patient’s seat: the tendency to idealize the therapist, the yearning for dependency, the gratitude toward a caring and attentive listener, the power granted to the therapist. Young therapists must work through their own neurotic issues; they must learn to accept feedback, discover their own blind spots, and see themselves as others see them; they must appreciate their impact upon others and learn how to provide accurate feedback. Lastly, psychotherapy is a psychologically demanding enterprise, and therapists must develop the awareness and inner strength to cope with the many occupational hazards inherent in it. Many

Equally important, statistical systems require feedback—something to tell them when they’re off track. Without feedback, however, a statistical engine can continue spinning out faulty and damaging analysis while never learning from its mistakes. Many of the WMDs I’ll be discussing in this book, including the Washington school district’s value-added model, behave like that. They define their own reality and use it to justify their results. This type of model is self-perpetuating, highly destructive—and very common. If the people being evaluated are kept in the dark, the thinking goes, they’ll be less likely to attempt to game the system. Instead, they’ll simply have to work hard, follow the rules, and pray that the model registers and appreciates their efforts. But if the details are hidden, it’s also harder to question the score or to protest against it.

Grab Bag of Questions for Coach and Coachee Who has given you feedback well? What was helpful about how they did it? Have you ever gotten good advice that you rejected? Why? Have you ever received good advice that you took years later? What motivates you? What disheartens you? What’s your learning style? Visual, auditory, big picture, detail oriented? What helps you hear appreciation? What’s something you wish you were better at? Whose feedback-receiving skills do you admire? What did your childhood and family teach you about feedback and learning? What did your early job experiences teach you? What’s the role of time/stages? What’s the role of mood and outlook? What’s the role of religion or spirituality? What has been the impact of major life events? Getting married? Getting laid off or fired? Having children? Death of a parent? What do you dislike most about coaching? About evaluation? What helps you change?

Don’t be defensive. People will be reluctant to share feedback if they are afraid of hurting your feelings or having to justify their perceptions. Listen carefully. Relax and actively listen to understand what the other person is trying to tell you; be sensitive to how your nonverbal communication is affecting the other person’s willingness to share with you. Suspend judgment. Listen, don’t judge. Don’t worry about what you’re going to say, but rather work to understand what the other person is trying to tell you. Be welcoming and assume that the information is intended to help you be better rather than anything otherwise. Ask questions and ask for examples. Make sure you understand what is being said and learn about the context as well as the content. Say thank you. Let the other person know that you appreciate his or her feedback and that you can’t get any better without knowing more about yourself and how your actions affect others.

Subject Line:  This means a lot… Or Would love to get your opinion…   Email Text:  Dear friends, family, and colleagues:    Thank you so much for reading this email. This isn’t an easy one for me to send, but it is extremely important to me, so I sincerely appreciate you investing your valuable time reading (and hopefully responding to) it. This email is going out to only a select group of people. Each of you knows me well, and I’m hoping will give me honest feedback about my strengths and most importantly, my weaknesses (aka “areas of improvement.”) I’ve never done anything like this before, but I feel that for me grow and improve as a person, I need to get a more accurate picture of how I’m showing up to the people that matter most to me. In order to become the person I need to be to create the life and contribute to others at the levels that I want, I need your feedback. So, all I’m asking is that you take just a few minutes to email me back with what you honestly think are my top 2-3 “areas of improvement.” If it will make you feel better to also list my top 2-3 “strengths” (I’m sure it will make me feel better J), you are definitely welcome to. That’s it. And please don’t sugarcoat it or hold back anything. I will not be offended by anything that you share. In fact, the more “brutally” honest you are, the more leverage it will give me to make positive changes in my life. Thank you again, and if there is anything else I can do to add value to your life, please let me know. With sincere gratitude,   Your Name

Important: Be sure to put the outgoing email addresses in the BCC field of the email, so that each recipient doesn’t see everyone else you’re sending it to. (Or, you can copy and paste, then send the email to each person individually.) Subject Line: This means a lot… Or Would love to get your opinion… Email Text: Dear friends, family, and colleagues:  Thank you so much for reading this email. This isn’t an easy one for me to send, but it is extremely important to me, so I sincerely appreciate you investing your valuable time reading (and hopefully responding to) it.  This email is going out to only a select group of people. Each of you knows me well, and I’m hoping will give me honest feedback about my strengths and most importantly, my weaknesses (aka “areas of improvement.”) I’ve never done anything like this before, but I feel that for me grow and improve as a person, I need to get a more accurate picture of how I’m showing up to the people that matter most to me. In order to become the person I need to be to create the life and contribute to others at the levels that I want, I need your feedback.  So, all I’m asking is that you take just a few minutes to email me back with what you honestly think are my top 2-3 “areas of improvement.” If it will make you feel better to also list my top 2-3 “strengths” (I’m sure it will make me feel better ), you are definitely welcome to. That’s it. And please don’t sugarcoat it or hold back anything. I will not be offended by anything that you share. In fact, the more “brutally” honest you are, the more leverage it will give me to make positive changes in my life.  Thank you again, and if there is anything else I can do to add value to your life, please let me know.  With sincere gratitude, Your Name

We came to the city because we wished to live haphazardly, to reach for only the least realistic of our desires, and to see if we could not learn what our failures had to teach, and not, when we came to live, discover that we had never died. We wanted to dig deep and suck out all the marrow of life, to be overworked and reduced to our last wit. And if our bosses proved mean, why then we’d evoke their whole and genuine meanness afterward over vodka cranberries and small batch bourbons. And if our drinking companions proved to be sublime then we would stagger home at dawn over the Old City cobblestones, into hot showers and clean shirts, and press onward until dusk fell again. For the rest of the world, it seemed to us, had somewhat hastily concluded that it was the chief end of man to thank God it was Friday and pray that Netflix would never forsake them. Still we lived frantically, like hummingbirds; though our HR departments told us that our commitments were valuable and our feedback was appreciated, our raises would be held back another year. Like gnats we pestered Management— who didn’t know how to use the Internet, whose only use for us was to set up Facebook accounts so they could spy on their children, or to sync their iPhones to their Outlooks, or to explain what tweets were and more importantly, why— which even we didn’t know. Retire! we wanted to shout. We ha Get out of the way with your big thumbs and your senior moments and your nostalgia for 1976! We hated them; we wanted them to love us. We wanted to be them; we wanted to never, ever become them. Complexity, complexity, complexity! We said let our affairs be endless and convoluted; let our bank accounts be overdrawn and our benefits be reduced. Take our Social Security contributions and let it go bankrupt. We’d been bankrupt since we’d left home: we’d secure our own society. Retirement was an afterlife we didn’t believe in and that we expected yesterday. Instead of three meals a day, we’d drink coffee for breakfast and scavenge from empty conference rooms for lunch. We had plans for dinner. We’d go out and buy gummy pad thai and throat-scorching chicken vindaloo and bento boxes in chintzy, dark restaurants that were always about to go out of business. Those who were a little flush would cover those who were a little short, and we would promise them coffees in repayment. We still owed someone for a movie ticket last summer; they hadn’t forgotten. Complexity, complexity. In holiday seasons we gave each other spider plants in badly decoupaged pots and scarves we’d just learned how to knit and cuff links purchased with employee discounts. We followed the instructions on food and wine Web sites, but our soufflés sank and our baked bries burned and our basil ice creams froze solid. We called our mothers to get recipes for old favorites, but they never came out the same. We missed our families; we were sad to be rid of them. Why shouldn’t we live with such hurry and waste of life? We were determined to be starved before we were hungry. We were determined to be starved before we were hungry. We were determined to decrypt our neighbors’ Wi-Fi passwords and to never turn on the air-conditioning. We vowed to fall in love: headboard-clutching, desperate-texting, hearts-in-esophagi love. On the subways and at the park and on our fire escapes and in the break rooms, we turned pages, resolved to get to the ends of whatever we were reading. A couple of minutes were the day’s most valuable commodity. If only we could make more time, more money, more patience; have better sex, better coffee, boots that didn’t leak, umbrellas that didn’t involute at the slightest gust of wind. We were determined to make stupid bets. We were determined to be promoted or else to set the building on fire on our way out. We were determined to be out of our minds.

SELF-MANAGEMENT Trust We relate to one another with an assumption of positive intent. Until we are proven wrong, trusting co-workers is our default means of engagement. Freedom and accountability are two sides of the same coin. Information and decision-making All business information is open to all. Every one of us is able to handle difficult and sensitive news. We believe in collective intelligence. Nobody is as smart as everybody. Therefore all decisions will be made with the advice process. Responsibility and accountability We each have full responsibility for the organization. If we sense that something needs to happen, we have a duty to address it. It’s not acceptable to limit our concern to the remit of our roles. Everyone must be comfortable with holding others accountable to their commitments through feedback and respectful confrontation. WHOLENESS Equal worth We are all of fundamental equal worth. At the same time, our community will be richest if we let all members contribute in their distinctive way, appreciating the differences in roles, education, backgrounds, interests, skills, characters, points of view, and so on. Safe and caring workplace Any situation can be approached from fear and separation, or from love and connection. We choose love and connection. We strive to create emotionally and spiritually safe environments, where each of us can behave authentically. We honor the moods of … [love, care, recognition, gratitude, curiosity, fun, playfulness …]. We are comfortable with vocabulary like care, love, service, purpose, soul … in the workplace. Overcoming separation We aim to have a workplace where we can honor all parts of us: the cognitive, physical, emotional, and spiritual; the rational and the intuitive; the feminine and the masculine. We recognize that we are all deeply interconnected, part of a bigger whole that includes nature and all forms of life. Learning Every problem is an invitation to learn and grow. We will always be learners. We have never arrived. Failure is always a possibility if we strive boldly for our purpose. We discuss our failures openly and learn from them. Hiding or neglecting to learn from failure is unacceptable. Feedback and respectful confrontation are gifts we share to help one another grow. We focus on strengths more than weaknesses, on opportunities more than problems. Relationships and conflict It’s impossible to change other people. We can only change ourselves. We take ownership for our thoughts, beliefs, words, and actions. We don’t spread rumors. We don’t talk behind someone’s back. We resolve disagreements one-on-one and don’t drag other people into the problem. We don’t blame problems on others. When we feel like blaming, we take it as an invitation to reflect on how we might be part of the problem (and the solution). PURPOSE Collective purpose We view the organization as having a soul and purpose of its own. We try to listen in to where the organization wants to go and beware of forcing a direction onto it. Individual purpose We have a duty to ourselves and to the organization to inquire into our personal sense of calling to see if and how it resonates with the organization’s purpose. We try to imbue our roles with our souls, not our egos. Planning the future Trying to predict and control the future is futile. We make forecasts only when a specific decision requires us to do so. Everything will unfold with more grace if we stop trying to control and instead choose to simply sense and respond. Profit In the long run, there are no trade-offs between purpose and profits. If we focus on purpose, profits will follow.

I'd really appreciate your feedback of what you feel I’m good at. It includes my talents and abilities, characteristics that describe me, what I'm good at, how I do things, what you count on me for, and any other distinguishing features you see about who I am.

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

Leaders and managers appreciate it when employees take the initiative to offer help, build networks, gather new knowledge, and seek feedback. But there’s one form of initiative that gets penalized: speaking up with suggestions. In one study across manufacturing, service, retail, and nonprofit settings, the more frequently employees voiced ideas and concerns upward, the less likely they were to receive raises and promotions over a two-year period. And

Self-Image and Self Development ✓ Experiencing more kindness and compassion toward yourself. ✓ Becoming more and more the person you want to be. ✓ Self-appreciation. ✓ Enough security to be open to feedback. ✓ Sense of equality with others. ✓ High self-esteem. ✓ Sense of identity. ✓ Personal integrity. ✓ More wholeness and balance. Other

Self-Image and Self Development ✓ Experiencing more kindness and compassion toward yourself. ✓ Becoming more and more the person you want to be. ✓ Self-appreciation. ✓ Enough security to be open to feedback. ✓ Sense of equality with others. ✓ High self-esteem. ✓ Sense of identity. ✓ Personal integrity. ✓ More wholeness and balance. Other Categories People have resolved or made significant progress with the following difficulties using the Core Transformation Process. ✓ Healing of Abuse and/or Trauma. ✓ Anorexia and Bulimia. ✓ Alcoholism. ✓ Drug Addiction. ✓ Co-dependence. ✓ Depression. ✓ Fears and Anxieties. ✓ Post-Traumatic Stress Syndrome. ✓ Hyperactivity and Learning Disabilities. ✓ Multiple Personality Disorder. ✓ Schizophrenia. ✓ Health Concerns. ✓ Resolution of specific issues and conflicts.

You’re really not sucking at this so far.” “Thank you.  I appreciate feedback, too.  Especially when it’s positive.

If you’ve got products that are proprietary as well as open source, it’s important for you (and your stakeholders) to remember that your open source customers who typically aren’t paying for your product are just as valuable as your paying customers . Their feedback, contributions, and support are integral to your success. Because of this, you need to protect the open source offerings that your company has. Don’t make the open source products subpar to your paid products. Offer support to them just like you would to your paying customers. And treat your open source community just like you would your paying customers—with respect and appreciation.

His objective was to help Jordan to improve and to help the organization succeed (Aim to Assist). The feedback he provided was so practical that Jordan claims he now takes a different approach each time he works with India (Actionable). Jordan expressed thanks (Appreciation).

appreciate this feedback. • This is very helpful. • It’s my responsibility to resist defensiveness and complacency. • This is hard, but also stimulating and important. • Oops! • It is inevitable that I have this pattern. I want to change it. • It’s personal but not strictly personal. • I will focus on the message and not the messenger. • I need to build my capacity to endure discomfort and bear witness to the pain of racism. • I have some work to do.

open by asking Angela, “Would you be willing to grant me the opportunity to repair the racism I perpetrated toward you in that meeting?” When she agrees, I continue. “I realize that my comment about Deborah’s hair was inappropriate.” Angela nods and explains that she did not know me and did not want to be joking about black women’s hair (a sensitive issue for many black women) with a white woman whom she did not have a trusting relationship with, much less in a professional work meeting. I apologize and ask her if I have missed anything else problematic in the meeting. “Yes,” she replies. “That survey? I wrote that survey. And I have spent my life justifying my intelligence to white people.” My chest constricts as I immediately realize the impact of my glib dismissal of the survey. I acknowledge this impact and apologize. She accepts my apology. I ask Angela if there is anything else that needs to be said or heard so that we may move forward. She replies that yes, there is. “The next time you do something like this, would you like feedback publicly or privately?” she asks. I answer that given my role as an educator, I would appreciate receiving the feedback publicly as it is important for white people to see that I am also engaged in a lifelong process of learning and growth. And I could model for other white people how to receive feedback openly and without defensiveness.

The study demonstrates an interesting point. If women equate criticism with rejection, feedback of all kinds could seriously limit their potential. Instead of ignoring unhelpful criticism or growing from negative feedback, women might give up if they feel rejected by someone else’s evaluation. Criticism is another person’s opinion—it doesn’t make it fact. Listening to someone else’s opinion can provide you with valuable information that could help you improve. But automatically believing negative feedback might also stop you in your tracks. If you produce something (like blog posts) or you provide a service (like cutting people’s hair), not everyone will appreciate your work. And some of those people may become very vocal about how much they dislike your products or services—especially on review sites or in comment sections online. But that doesn’t mean you are bad at what you do. It just means someone wasn’t a fan.

Appearance Like it or not, appearance counts, especially in the workplace. Dressing appropriately and professionally is a minimum requirement when applying for a job. Do whatever you can do to make a favorable impression. Dressing appropriately is a way to say that you care about the interview, that it is important to you, and that you take it seriously. It also says you will make an effort to behave professionally once you are with the company. Keep in mind that you are owed nothing when you go on an interview. But behaving professionally by following appropriate business etiquette will nearly always gain you the courtesy of professional treatment in return. The following ideas will help you be prepared to make the best impression possible. In previous exercises, you have examined your self-image. Now, look at yourself and get feedback from others on your overall appearance. Not only must you look neat and well groomed for a job interview, but your overall image should be appropriate to the job, the company, and the industry you are hoping to enter. You can determine the appropriate image by observing the appearance and attitude of those currently in the area you are looking into. But even where casual attire is appropriate for those already in the workplace, clean, pressed clothes and a neat appearance will be appreciated. One young photographer I know of inquired about the style of dress at the newspaper he was interviewing with; informed that most people wore casual clothes, he chose to do the same. At the interview, the editor gently teased him about wearing jeans (she herself was in khaki pants and a sports shirt). “I guess your suit is at the cleaners,” she said, chuckling. But her point was made. Making the effort shows that you take the interview seriously. Second, you should carry yourself as though you are confident and self-assured. Use self-help techniques such as internal coaching to tell yourself you can do it. Focus on your past successes, and hold your body as if you were unstoppable. Breathe deeply, with an abundance of self-confidence. Your goal is to convey an image of being comfortable with yourself in order to make the other person feel comfortable with you.

Taking action provides immediate feedback and an opportunity to review your progress to see if you are on the right track.

Feedback is to success like rest is to the body.

9 Surefire Signs Your Colleagues Are Toxic Resigned specialist Greg Baer, M.D. once oversaw one of the busiest eye-surgery hones in the nation. However regardless of every one of his achievements and riches, he felt unfilled and miserable which prompted his close suicide. In his look for enduring satisfaction, he took in the extraordinary rule that have prompted the respectable mission of The Real Love® Company which he established: “We educate the genuine significance of adoration, supplanting annoyance and perplexity with peace and trust in singular lives and connections.” Presently a fruitful writer, speaker and business visionary for about two decades, the book that truly got my consideration is Real Love in the Workplace: Eight Principles for Consistently Effective Leadership in Business. In his second standard of “Individuals Behave Badly Because They Don’t Feel Loved,” Dr. Baer says that an absence of bona fide cherish in individuals, particularly those in administration parts, prompts an unfortunate quest for power and control over others. “When we can control the conduct of other individuals, we encounter an impression of energy that quickly gives us a snapshot of alleviation from our deplorable feeling of sadness.” He includes, “The vast majority of us mishandle control each day, yet we don’t remember it since this conduct is so regular in our way of life. Dangerous work practices to know. With a specific end goal to recognize the harsh practices of energy that upsets steadfast laborers and transforms the working environment into a smothering, fear-based weight cooker, Dr. Baer records a few dangerous practices that we may as of now know about, however don’t commonly connect with the power he discusses. It’s a great opportunity to give careful consideration – do any of these look commonplace? 1. Chatter. At the point when individuals discuss others behind their backs, says Dr. Baer, they’re in a position to hurt them and apply control over their notorieties. While you’re tattling companions or associates won’t let it be known, they appreciate that sentiment control and ought to be managed quickly. 2. Withholding data. Dr. Baer cautions of such a person who controls or accumulates data: “You’ve had the experience of requiring data from somebody who delighted in keeping it from you, or who distributed out one piece at any given moment. Your disappointment gave the other individual a sentiment control.” 3. Spilling privileged insights. Dr. Baer expresses, “Huge numbers of us want to share insider facts, in light of the fact that in those minutes we control the discussion.” As soon as you hear the words “Need to hear a mystery?” leave a colleague’s mouth, that is a reasonable cautioning sign you’re working with a dangerous individual. 4. Manhandle of expert. Focus on your administrator. Many mishandle their positional specialist to scare individuals into doing what they need, or to concur with them notwithstanding when the group knows there’s a superior game-plan. A few chiefs neglect to appoint intentionally to control every one of the choices, even the littlest ones. Dr. Baer says, “That approach is wasteful and a misuse of administration, however it gives the supervisor a sentiment (control). 5. Smothering inventiveness. At the point when chiefs pound the immense thoughts originating from their workers that will enhance an item or the business in some respect, it gives them a genuine feeling of energy, at the cost of withdrawing and demotivating their representatives. 6. Feedback. Dr. Baer states, “Discovering deficiency with others is such a simple hobby, and for those with a requirement for control, each twisted incurred is a wellspring of awesome fulfillment.

The positive feedback loop between gratitude and mindfulness can be a powerful tool for appreciating the seemingly mundane and unimportant details of life. And after all, mindfulness is all about moving through the world with an awareness and appreciation of our lived experience.

In addition to building goodwill, volunteering for unpopular tasks and offering feedback gave Meyer the chance to demonstrate his comedic gifts without leading colleagues to feel insecure. In one study, University of Minnesota researchers Eugene Kim and Theresa Glomb found that highly talented people tend to make others jealous, placing themselves at risk of being disliked, resented, ostracized, and undermined. But if these talented people are also givers, they no longer have a target on their backs. Instead, givers are appreciated for their contributions to the group.

Feedback followed by recognition and appreciation helps team members feel valued & understand that they are vital parts of the company.

Critics of capitalism often decry the “greed” that animates successful entrepreneurs. The real problem, however, is not the amount of money made by people at the top; it is the systematic suppression of people at the bottom. The real-life equivalent of the Monopoly player who has to mortgage all his money-making assets to pay his debts is the hand-to-mouth day laborer who, unable to pay his car insurance, loses his car and, unable to drive to his job, is unable to pay his rent. The villain here is not necessarily the avarice of the banker who loaned this poor fellow his money in the first place. It is the unstable dynamic of a system that mercilessly drives some people down to the bottom through a succession of cascading misfortunes. To experience the board game version of this kind of misery vortex in Monopoly is to appreciate the advantages of the welfare state, which, when it is functioning properly, does not just take money from rich people and give it to poor people. It also softens the iterative feedback dynamics within the system so as to ensure that minor nudges—a lost job, a criminal conviction, a divorce, a medical setback—do not create feedback effects that ultimately produce a full-blown personal catastrophe. Job training, public health care, a humane justice system, community housing and support for single mothers are examples of programs that can achieve that effect.

Actually if someone whether it is a boy or girl who is not physically looking good , then we have to see his/her character, profession and attitude, but if the person is beautiful, there is nothing wrong in appreciation, but I use this appreciation only for Unknown or new people, if they are already friends to me then I hardly appreciate it, because once they become friends and keep on appreciating is not good, it is a failure attitude, When I was in my UG, I had a Chemical Engineering professor, Srilakshmi Nair from Kerala, after she took course in fundamentals of reaction engineering, she asked for hand written feedback, I wrote mam, whether you put me pass or put me backlog I do not care, you are very beautiful and I love your smile, She asked me meet her in her office, and she threatened me (Just for fun) that I will give your feedback to our HOD, then I replied her, what if he also feels the same? She laughed without limit, almost everyone nearby who were listening, they taught that I will apologize and write apology letter and all, but I made them laugh.,

Some teachers will appreciate being invited to a school leader’s office to receive feedback, perhaps because they value time out of their classroom and they feel that doing so formalises the process, which they like; others will feel intimidated by this and would much prefer to receive feedback in the more familiar environment of their own classroom.

Relationships - Personal or Professional Be kind enough to UNDERSTAND WITHOUT BIASES; Be assertive enough to EXPRESS YOUR OPINIONS; Be humble enough to APPRECIATE FEEDBACKS and OWN YOUR MISTAKES; Be forgiving enough NOT TO RETALIATE; Be empathetic enough to REACT WITH COMPASSION; Give space enough to NOT INTRUDE IN SOMEONE'S PRIVACY; Be respectful enough to NOT INDULGE IN BAD GOSSIPS; Be bold enough to DO THE RIGHT THING; Be strong-hearted enough to LEAVE THAT WHERE THE ALIENATION IS MORE THAN HARMONY; Be trustworthy enough for a HEALTHY RELATIONSHIP; Be caring enough to HELP WHENEVER YOU CAN; Be strong enough to SAY NO; Have Integrity enough to BE ON YOUR WORD.

Traits of a healthy relationship include the following: Each person is independent and makes life easier for the other, not harder. An idea of commitment is shared and agreed upon. Open communication is consistently evaluated and reprioritized. Each person’s strengths are appreciated and acknowledged. Each person clearly understands, acknowledges, and feels good about their role in the relationship. Each person feels valued and needed. Each person is respected and treated as sacred. Trust is paramount for all parties. Love and positive feedback are abundant.

To understand how you are percieved by others, ask: 1. What’s the general perception of me? 2. What could I do differently that would have the greatest impact on my success? Depending on the person, you’ll hear responses ranging from eye-opening and helpful to vague and confusing. If the person is uncomfortable, they may rely on job- or project-specific feedback. In that case, clarify: I appreciate that feedback. May I go up a level now and ask about the general perception of me as a leader/colleague/person? Manage your reaction. Resist the temptation to explain yourself, defend your actions, or reveal disappointment. Your interviewees will be looking to see what effect their feedback has on you in real time. The quality of your feedback will only be as good as your ability to remain comfortable while receiving it. Ask for details or examples if you need them. And end with a sincere thank-you.

APPRECIATE: Natural human inclination is to provide a defense or excuse when receiving criticism; we all reflexively seek to protect our egos and reputation. When you receive feedback, you need to fight this natural reaction and instead ask yourself, “How can I show appreciation for this feedback by listening carefully, considering the message with an open mind, and becoming neither defensive nor angry?

In the realm of expressing opinions and giving negative reviews, let's be mindful that what we say reflects who we are. Our words carry the power to shape perceptions and influence not just the work in question, but also the atmosphere of the entire community. As we navigate the landscape of criticism, may we choose our language thoughtfully and remember that constructive feedback can be impactful without resorting to disrespect. Let's contribute to a culture that values constructive criticism, appreciates the efforts of creators, and fosters an environment of growth and mutual respect

satisfies a different set of human needs. We need evaluation to know where we stand, to set expectations, to feel reassured or secure. We need coaching to accelerate learning, to focus our time and energy where it really matters, and to keep our relationships healthy and functioning. And we need appreciation if all the sweat and tears we put into our jobs and our relationships are going to feel worthwhile.

Over time, appreciation deficits set in. And these often become two-way: I think you don’t appreciate all I do and all I put up with, and you think I don’t appreciate whatever-it-is you do. Call it Mutual Appreciation Deficit Disorder (MADD), and you have the ingredients for a troubled working relationship. Second, appreciation has to come in a form the receiver values and hears clearly. Gary Chapman makes a similar point about love in his book The 5 Love Languages. Some of us take in love through words (“I love you”), while others hear it more clearly through acts of service, quality time, physical contact, or gifts.

This is a common pattern. My story about my interactions with others is driven by my intentions. I have good intentions—I’m trying to help, to guide, even to coach. I assume my good intentions lead to good impacts—they feel helped, guided, and appreciate my efforts to help them grow. Hence, people must know I’m a good person. But for those around us, our impact drives their story. Despite my best intentions, I may have a negative impact on you; you feel bossed around and micromanaged. You then assume that I’m acting purposefully, or at least that I know I’m being bossy and don’t care enough not to be. And if I have negative or negligent intentions I must be a bad person. Now you give me feedback that I’m bossy and controlling, and I’m shocked and bewildered. I discard it because it doesn’t match who I am. It’s wrong. And you conclude that I’m either oblivious to who I am or so defensive that I refuse to acknowledge what everyone knows is true.

Love MINECRAFT? **Over 18,000 words of kid-friendly fun!** This high-quality fan fiction fantasy diary book is for kids, teens, and nerdy grown-ups who love to read epic stories about their favorite game! Meet the Skull Kids. They're three Minecraft players who hop from world to world, hunting zombies and searching for the elusive Herobrine--the ghost in the machine. Teleporting down into a new world, the group is surprised to find that the game has changed once again, rendering almost ALL of their technology and mods useless. And when two of the Skull Kids are starving and distracted by exploring a desert village on Day 1 of their new adventure, the whole group is in danger when the sun goes down. Will the Skull Kids survive? Thank you to all of you who are buying and reading my books and helping me grow as a writer. I put many hours into writing and preparing this for you. I love Minecraft, and writing about it is almost as much fun as playing it. It’s because of you, reader, that I’m able to keep writing these books for you and others to enjoy. This book is dedicated to you. Enjoy!! After you read this book, please take a minute to leave a simple review. I really appreciate the feedback from my readers, and love to read your reactions to my stories, good or bad. If you ever want to see your name/handle featured in one of my stories, leave a review and tell me about it in there! And if you ever want to ask me any questions, or tell me your idea for a cool Minecraft story, you can email me at steve@skeletonsteve.com. Are you on my Amazing Reader List? Find out at the end of the book! June 29th, 2016 Now I’m going to try something a little different. Tell me what you guys think! This ‘Players Series’ is going to be a continuing series of books following my new characters, the players Renzor51, Molly, and quantum_steve. Make sure to let me know if you like it or not! Would you still like to see more books about mobs? More books about Cth’ka the Creeper King? I’m planning on continuing that one. ;) Don’t forget to review, and please say hi and tell me your ideas! Thanks, Ryan Gallagher, for the ideas to continue the wolf pack book! Enjoy the story. P.S. - Have you joined the Skeleton Steve Club and my Mailing List?? You found one of my diaries!! This particular book is the continuing story of some Minecraft players—a trio of friends who leap from world to world, searching for the elusive Herobrine. They’re zombie hunters and planeswalkers. They call themselves “The Skull Kids”. Every time these Skull Kids hop into a new world, they start with nothing more than the clothes they’re wearing, and they end up dominating the realm where they decide to live. What you are about to read is the first collection of diary entries from Renzor51, the player and member of the Skull Kids who documents their adventures, from the day they landed on Diamodia and carved out their own little empire, and beyond. Be warned—this is an epic book! You’re going to care about these characters. You’ll be scared for them, feel good for them, and feel bad for them! It’s my hope that you’ll be sucked up into the story, and the adventure and danger will be so intense, you’ll forget we started this journey with a video game! With that, future readers, I present to you the tale of the Skull Kids, Book 1. The Skull Kids Ka-tet Renzor51 Renzor51 is the warrior-scribe of the group, and always documents the party’s adventures and excursions into game worlds. He’s a sneaky fighter, and often takes the role of a sniper, but can go head to head with the Skull Kids’ enemies when needed. A natural artist, Renzor51 tends to design and build many of the group’s fortresses and structures, and keeps things organized. He also focuses a lot on weapon-smithing and enchanting, always seeking out ways to improve his gear. Molly

Everyone needs someone close to them who gives them motivation and appreciation. It’s like fuel. Even avoidants need some emotional feedback… someone who shows they appreciate their efforts. Everyone needs to know they are loved. According to Abraham Maslow, a psychologist, we need the esteem of others. It is one of our higher psychological needs.

All of us like to hear good things said about us and to us. We all want to be appreciated. However, many people don’t receive positive feedback or appreciation from their leaders at work.

confidence empowers resilience in the aftermath of negative feedback, and adaptability in the face of changing circumstances. You know what your abilities are and how they add value, whether other people appreciate them or not. If you’ve forged a healthy sense of self-confidence, it will see you through whatever emerging challenges and difficulties come your way.

The learning curve takes less time with continuous feedback and appreciation.

I try to start by sprinkling the ground with a few light positive comments and words of appreciation. Then I ease into the feedback with “a few small suggestions.” As I’m giving the feedback, I add words like “minor” or “possibly.” Then I wrap up by stating that “This is just my opinion, for whatever it is worth,” and “You can take it or leave it.” The elaborate dance is quite humorous from a German’s point of view. We’d be much more comfortable just stating Das war absolut unverschämt (“that was absolutely shameless”). But it certainly gets my desired results!

Lead with appreciation. State your intention (e.g., “I want to clear the air so I can feel closer to you”). Use the feedback wheel if you can, or at the least stay on your side of the street. Give your partner an avenue of repair; tell them what they could do to help you feel better. And then—and this is a hard one—let go of outcome. You have done a good job no matter if your partner responds to it well or poorly.

I would appreciate receiving the feedback publicly as it is important for white people to see that I am also engaged in a lifelong process of learning and growth. And I could model for other white people how to receive feedback openly and without defensiveness.

I'm inviting you to live a nonviolent life in your relationships and with yourself. The next time you are triggered, take a break. Get centered in your Wise Adult - if it takes one moment or twenty - and use your skills: Lead with appreciation. State your intention (e.g., "I want to clear the air so I can feel closer to you"). Use the feedback wheel if you can, or at the least stay on your side of the street. Give your partner an avenue of repair; tell them what they could do to help you feel better. And then - and this is a hard one - let go of outcome. You have done a good job no matter if your partner responds to it well or poorly.