To be a great manager, invite feedback in form of their perspective on how you can help them perform, not about what you are good or bad at. Getting feedback at any point in your career is essential.

Imagine if you got feedback about every single thing you did all day. Your spouse tells you their coffee would be better with more cream, three people tell you that your shoes don’t match your belt on ...

The authors do not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and have disclosed no relevant affiliations beyond their ...

Opinions expressed by Entrepreneur contributors are their own. Sometimes we lose sight of how vital morale is to a company’s success. Studies show that offices and businesses with high morale have ...

Customer feedback is one of the quickest and most efficient ways to improve your business. After all, who would know better than your customers what you do well and what could use improvement? The ...

Pam Birtill does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their ...

Honest feedback is the breakfast of champions: it allows those who seek and incorporate it to identify their blind spots, increase self-awareness, and become a better version of themselves.

A person holding a white card near a green plant. Source: Photo by Celpax on Unsplash You know you need feedback. You know that stumbling blindly along without data on how you might do things better ...

Opinions expressed by Entrepreneur contributors are their own. Feedback is the fuel that drives growth and excellence. We all depend on feedback to keep us on track, to know what we are doing well and ...

A version of this article appeared in the Winter 2018 issue of strategy+business. Not too long ago, 62 employees at a major consultancy found themselves getting called into a room in pairs, neither ...

Matt Dailey, a software engineer for a data management company, was managing a team with an engineer who wasn’t performing well. This was clear to Dailey—and to the employee. Yet, as I describe in my ...