Elizabeth Stone: evaluation

Transcript context

…[inaudible 00:23:52] differences. It's a hard skill because it's not always easy to give feedback, especially if you feel like you know someone's put a lot of effort into something. And so I give a lot of thought to how I deliver that feedback so it feels like we're on the same team and I'm trying to help them be successful, not to help encourage failure. And that's where I think that third piece of the framework of jumping in to help can make people feel like, "I'm in a safe space. My manager wants me to be successful. My manager's helping me here." I do often do that behind the scenes. So maybe that's another flavor of this, which is, I don't do it live in the big meeting in front of all the people where the presentation doesn't go very well. I do it afterwards where it feels like a safer space to say, "Here's a way this could have gone better. Let's think about this differently next time." So it gives people a little grace and a little bit of an ability to absorb that feedback without feeling like it's kind of on a stage. Another thing someone may be feeling when they're hearing this is like, "Oh my god, it's going to take me so many hours to just get it to a place Elizabeth is happy with." And I know you said that this doesn't mean necessarily many hours. Do you have any advice or thoughts on just how to avoid burnout and working all the time, but also keeping this really high bar and high expectations?…

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