I've been guilty of this as well. Great advice. One more thing to add is while giving feedback we often overlook people's current strengths. No one is good at everything. So it's okay to have some scope of improvements as long as people play to their strengths. Trying to only focus on people's scope of improvements leads to them failing their strengths.
Most feedback of managers is geared towards getting compliance. One confrontation in the whole year and after a long time , that incident will resurface and get discussed in the end of the year performance feedback
To do this one has to have keen observation and awareness. A pre occupied mind cannot observe. -J Krishnamurthi If we are able to do this, we would be fantastic at parenting
So true, I constantly see this happening. my manager's past self is very different than my current self and our future career goals are very different.
Dishonest and motivated feedback can destroy careers and mental health of individuals working under a manager driven by ego and incapable of empathy. And "empathy" can never be artificially generated by a person who is not genuinely invested in the growth of other people!
I sincerely wish this is exposed to more managers. A lot of great ics get promoted to be managers as a reward but have no idea about how yo filter feedback or help with career growth and give generic and inaction able feedback like you mentioned @shreyas
