Someone is missing deadlines. Turning in incomplete work. Not meeting your standard.
Your managers see it.
They talk about it privately.
They think about what they should say.
And then they avoid it.
So the problem continues.
You are paying for work that is not getting done right.
The same issues repeat week after week because no one addresses them clearly.
Your high performers see it. They get frustrated because they are doing more than their share.
Your managers lose credibility because they are not holding the line.
And slowly, your standards start to drop across the entire organization.
This is how good teams become average.
Your managers already know what needs to be said.
They are avoiding it because they believe:
“They will take it personally”
“This is going to turn into conflict”
“I do not want to deal with the reaction”
So they wait.
They soften the message.
Or they say nothing at all.
And every delayed conversation increases the cost.
Shane Jacob teaches leaders how to create accountability without creating defensiveness.
The system is simple and structured:
The Worth Work Principle
Judge the work. Protect the person.
The Value Foundation
Every employee has non-negotiable value. Performance does not define their worth.
The Separation Skill
Separate behavior from the individual so feedback does not feel like a personal attack.
Self-Reliance in Action
Apply this daily so managers address problems immediately instead of avoiding them.
Before:
Managers hesitate and delay conversations
Feedback is softened and unclear
Employees react defensively
Problems repeat
High performers get frustrated
Standards decline
After:
Managers address issues immediately
Feedback is clear and direct
Employees stay open and accountable
Problems get fixed faster
Trust increases across the team
Performance improves
This is not theory.
If feedback is being avoided in your organization, the cost is already showing up in your numbers.
If you want a team that can handle accountability without drama and perform at a higher level, Shane Jacob teaches the Worth-Work System inside organizations through speaking and training.
If this is happening in your team, now is the time to fix it.
Ladies and gentlemen, welcome to The Worth Work Podcast. My name is Shane Jacob, your host, and I thank you for taking your time to be here with me today. Got a topic, and I think you're going to find some value with it. I'm talking to whoever's listening. I'm talking to leaders, managers, families, individuals, managers at the bottom, middle, and top.
The subject, what I want talk today about is why managers, why we human beings avoid giving feedback and how much it costs. Let's just talk about the feedback to start with.
I have been confused, and I reject the idea of the word feedback. It's been confusing when it's the first time I heard the word, and it was explained to me what it means.
Feedback, why are we calling? What? I don't even get that, you know? I believe that we invented the word feedback because criticism was too harsh, and it invented it assumed that we were judging the person and that, you know, we can't. So we can't say criticism. We can't say evaluate because we're gonna evaluate how much you're worth in this process. We can't say compliment because really what we're trying to do is tell you what you're doing isn't working.
And so we can't say, so we come up with feedback. And feedback is supposed to be totally neutral, and so everybody will accept it. It's an acceptable word because it's neutral. It doesn't mean that what you're doing is working, and it doesn't mean it's not. I'm just going to give you some feedback on it. You know, I don't want to hurt your feelings. “Hey, it's just feedback.”
The truth of the matter is what you're doing isn't working, period. And that's OK. I mean, why isn't that okay?
See, the problem is that we think it's not okay. By the way, just let me tell you, if your people are doing things that aren't working, that's what's called normal, for hell's sakes. I mean, that's the way it works. It's gonna work that way.
You're gonna have to clear up communication breakdowns. You're gonna have to go through all the lenses of people seeing things differently and hearing things that are communicated the same way and making different interpretations. Of course, it's not all going to go right.
And if that was okay and acceptable in the beginning, I don't think we'd have to tiptoe around feedback.
You ever looked around feedback and saw how much, like there's entire courses of study you could spend your whole life on trying to figure out how to provide feedback for all different kinds of people, right? So that you can have good results and it's not too soft and doesn't hurt people's feelings and on and on and on. It's maddening.
You know what really happens? Most of the time, I just want to talk about one little piece of this today, and that is that we avoid it. We avoid it. I avoid it sometimes if I'm not paying attention because my brain will say, “Hey, this could be just uncomfortable.”
Remember the emotional triad: Seek pleasure, avoid pain.
This could be painful. Why would it be painful to go to somebody and say, “Hey, my friend, what you're doing isn't working? Let's try to do something better for all of us here.” What do you say about that?
Why is that painful?
So we make up all this stuff in our head of how it could all go, and it seems like it could be just uncomfortable. And so we avoid the discomfort, and we don't do it. Okay? We don't do it.
And there's a tremendous cost to not doing it.
There's lots of more reasons why we do it too, but at the bottom, the core of it, is basically for one reason or another, it's uncomfortable to be able to say to a person really because we just think they're going to take it personal. Okay.
They're going to get upset. They're going to get defensive. They're not going to want to do it. They're going to, they're going to give you a whole bunch of quote-unquote reasons. And those reasons are going to sound an awful lot like blaming, excuses, and irresponsibility, right?
Like it wasn't me, and I was told, I was told blah, blah, blah. You know, you're gonna hear all this stuff.
And what that is, is that's people protecting themselves, protecting their person, protecting their worth, their value in this thing from being judged about how they're doing it.
Because you know what? Most of the time they're doing the damn best they can. But they feel a need to protect themselves, and you feel a need not to, you know, to tiptoe around this thing, which, by the way, is normal.
But what we're here today to talk about is how to improve this whole situation, quit tiptoeing, be real, be open. And in the process, you know, this is important, I want to say this: complete regard for the other person, complete and total respect for the other human being at all times, regardless of what they're doing.
I'm going to say that again, regardless of what it is that they're, how they're doing it. Okay. I mean, regardless of what the thing is and how bad they're doing it, regardless. Okay.
So you got a manager, or put yourself in the situation. Okay. You see, or a manager sees, poor performance one way or another. “Hey, I've, I've know that there's a problem. I can see that something needs to change here. We have a problem.”
But boom, automatically his brain says, “Well, you know, it might get better.” They don't, we're not going to do anything right now. So we don't say anything.
Pretty soon it turns into two weeks. Now it's a bigger issue. You replay the conversation in your head again and again. Well, how am I going to do this? Well, he'll probably just this and that, or she'll probably think I'm picking on her. You know, we have the conversation in our head again and again, and we're getting all psyched up for it.
And then we're to wait for the right time. Okay. A lot of us are like, “Well, it wasn't the right time.” I mean, come on, man. We got to find the right time. You know, we're waiting for a sign from the heavens to show us when the right time is, when it's going to, we need the right time. That's important. Okay.
Or maybe he'll just fix itself. I mean, we have told him a hundred times already, you know, maybe he'll just fix it, and I won't have to have this conversation.
Okay, it doesn't fix, ever.
By the time it's actually time to go to talk to somebody, you're about ready to blow up. I mean, you're tops, about ready to… By the time you go to talk to them, it's like you're frustrated, then it comes out wrong, you're nervous about the whole thing, and guess what happens?
It turns into a people issue instead of a performance problem.
Instead of a work problem, it turns into a people problem, or another problem.
And that's where it's already got expensive because you've had everything going wrong for quite a period of time, the whole time you've been avoiding it. And now you're into more problems, okay?
You've been paying for work that hasn't been done right. It's not been done up to your standard. The problems keep happening. They're not mistakes. Problems happen again and again, again.
You could say mistakes happen over and over and over, but this isn't a mistake because somebody's already identified it. They're just not doing anything about it.
That's a problem that's being avoided, not a mistake.
A mistake, to me, implies that it's unintentional. This is a problem. This is being avoided. Okay.
And so these things just repeat and repeat and repeat and repeat, and you know, our performance, everything is just going downhill.
The other people, by the way, this is interesting. You ever thought about this?
The people who were actually doing everything right and doing anything, they're either, they're seeing that, or they're seeing somebody else do it wrong. And they're like, “Huh, wonder what's going to happen here. he's getting away with it.”
They start to get frustrated. Maybe they have to pick up the slack for who's not doing their job completely.
Really, slowly everything, the standards just start to go down across the entire damn company. And your managers start to lose credibility because they're just, they're not judged as leaders in the situation. Okay.
And that's, that's the truth. see, mean, to me it's black and white because I see it in horsemanship. I also see it, horses helped me see it with people and run in my own companies, which I've done for 30 some odd years.
The same thing is true with horses. And that's helped me to clarify, to see what I'm seeing, because I see it in horses.
Horses look for leaders. They look for leaders, and if you're not being a clear leader, they'll take over and be the leader.
You know, and then if you don't have consistency in your, what am I going to call it? I guess I'll call it feedback, even though I don't like the word, or in your corrections, in your changes, change orders, corrections, in your evaluations. I mean, some people don't like that word because it sounds so bad, but let's just evaluate what's happening here and see if we can make it better.
So if you're inconsistent on who you give quote-unquote feedback to or how you go about doing it, then you can have HR problems and lawsuits and you know people are really getting defensive and you have a lot of emotional conversations and rumors and then you have conflict and this little problem of what wasn't happened turned into a formal problem and it gets bigger and more expensive as time goes on.
Every delayed conversation is just cost, time and money. It costs time and money in the company. It's a big deal.
So, most people look at this and just say, “Hey, I can recognize that we have a problem in avoiding talking to people. And I can see that we have a problem” And most people believe that the problem is a communication problem, or a leadership skill, or a leadership style, or whatever.
It's not a communication problem. I can assure you of that.
Managers already know what needs to be said. They see the problem. They know what needs to happen. They're not confused.
They're just avoiding it. They're hesitating. They're just not doing it because it's because they're human beings, and we default by default, by automatic, unless we override the automatic, we're going to avoid the uncomfortable.
So that's why we just don't go and solve the problem.
If it was just a skill, they would just go and say something, they'd still speak up immediately. Even if it was wrong, they'd say something, you know, some amount of quote-unquote feedback or correction would happen, but it just, doesn't happen at all. Okay. A lot of the time.
So it's not, it's not a skill problem. It's not that people, you know, like I said. You can go look, go research, on somewhere, anywhere, all the different ways that provide feedback. Okay.
There's like volumes and volumes of different theories and methods and systems to get, you know what they're all designed to do? They're all designed for people to look at their work objectively so that we can fix the problem and move along the course of business that we're trying to accomplish here in this organization because, you know, we're all here to do the same thing.
You're not, you down there downstream, down at the bottom on the front lines, if you will, and me up here up the castle on the top of the hill, we're all here for the same reason.
And if we can't look at the work objectively and make it better, it's just, it’s just confusing. It's just so much conflict. It's just hard. It's a damn headache is what it is, and expensive.
What it is, really, it's the reason that the lack of communicate, the communication is not happening because people are protecting themselves. Okay.
That's the real reason that we avoid giving quote-unquote feedback because we're protecting ourselves or our managers are protecting themselves. Okay.
So here's how they're protecting.
First of all, like I said, they don't want to feel uncomfortable. They don't want to, they don't want to get into the emotional reaction.
We're afraid that if I tell you this, you're going to take it personal, and you're going to get upset. You're not going to like me anymore, and then you're going to do worse or you're going to quit or you're going to go tell somebody else and you know, the problem is going to escalate.
You know, we don't want conflict. We're trying to avoid any uncomfortable situations. We don't want to be seen as the bad guy. We want people to like us. You know, so that's the deal.
So then a lot of times we use some of these feedback skills and theories that they teach. A common one is like the sandwich method, right?
I'm gonna go and say, hey, hey, whoever, person. “Hey, person, let me just tell you.” Here’s the top layer of the sandwich, “You're doing a great job on this project. I just want you to know that that thing you did right there, the part of it, it worked out great. You're doing a great job.”
Okay, that's the top of the sandwich. Let's get to the middle.
Here's the problem problem. Okay. Let's see. The problem is, “But there's one little teeny tiny thing that I, you know, I just like, if you get around to it, if you could just maybe just think, consider just like tweaking it just a little teeny bit, you know, just think it over, mull it around, roll it around. You know, if you want to get back to me on it, whatever, and just see if you think that that would be helpful.”
And then here's the bottom layer of the sandwich.
“But I just want you to know that, you know, that, and that other thing too, you're doing a great job in that other piece of it too. Just that one thing, you know, just think it over.”
And then I give you another compliment in the bottom. It's a compliment sandwich, a feedback sandwich. Okay.
And you know what the guy who's over here doing it wrong thinks? “Oh hell, I'm doing it pretty good. Why I keep on going the way I'm going. It was just that one little thing. thought, hell, wasn't anything. I didn't think it was any big deal. Just keep on going. Same way.”
Doesn't work.
And that's a bit of an exaggeration, but truly people come away from a lot of these, you know, feedback ideas of how to tell people they're doing it wrong, and it's just not clear to the people.
And by the way, how fair do you think that is to the person who's doing it wrong when they think they're doing it right anyway?
And then pretty soon they end up on a performance plan and they're on their way out the door and everybody in the whole company's mad at them and they think that they're doing a horrible job and they didn't even know because everybody was too afraid to talk to them and be clear and upfront in the beginning because you know they were trying to research how to do feedback and make everybody happy.
I would suggest, I submit to you that it is possible to say to somebody and to look at the work objectively and have people look at their own work objectively and just focus on the work and have it be okay.
That's what I'm talking about, that it's actually okay.
That you don't, that what we do is important, okay? The level, the skill level and how we do and how we perform is all critical to the organization that we're involved in. Period. It's what makes it work. It's why we're there to do as good of a job as we can for everybody so that we can get more of why we're coming there to start with.
So I submit that it is possible to provide information objectively and for it to be received objectively, to look at that, to be able to look at it objectively, make changes without it being a problem.
I don't even... I might just totally quit calling it feedback. I'm just going to call it fixing the problem, or I'm going to call it an evaluation.
“Hey, it's time to evaluate how everything's going here, and there's some things I need to talk to you about, because one of the things you're doing isn't working well. And I want you to make some changes in that, things that'll work better, that'll work that make the work better. It'll make the performance high, make the sales higher.” Whatever the thing is, and just have that be okay.
But instead our managers are managing their, they're managing their own emotional experience instead of managing the work. Okay.
They're managing how they feel instead of being able to manage the work.
And that the root of the problem is, the root of the problem is, is that we, we don't have a clear separation. And I've talked about this at length on this podcast between the work and the individual.
We don't have a clear-cut separation.
We look at them default, it's just considered normal thinking. There's nothing new about this. And I'm not making a judgment on it. It's totally normal. I thought this way for most all of my life, that what we do is equals and makes us what we're worth, determines our worth as a human being instead of, here's our invaluable worth over here that's separate from the things that we do or don't do. It's separate from our behavior. Okay.
When people understand that on both sides, the one telling you that it's not working, the one doing it, it's not working. If you know that what happened, if you both agree that that's how the world works, what happens is, is like I've said, trust goes up and trust is what is required to have no defensiveness and be able to work, look at the work objectively. Okay.
Because what happens is is when I come to you and I say hey person what you're doing isn't working What they hear is, “I'm not a very good worker. I don’t do my job well. You don't think I'm doing it, right? I'm not a very good. I'm not good at it. I don't know how to do it I've been doing it wrong. I suck you're telling me I suck.” Okay, that's what they hear they hear I suck.
Instead of what you're doing isn't working, we need to change it.
It feels like a personal attack.
So that's why it gets avoided because of the defensiveness that usually happens because of the way that we view the world. And that is that what we do determines what we're worth and how we do it and how well we do it determines what we're worth.
If you have that mindset, then naturally, that's the way you're going to think and we're talking about what I'm talking about. Okay, is a foundational, I'm not talking about a here's a little tip and trick of the day that's gonna solve some problems for you, maybe. I'm talking about a foundational fundamental belief system change.
You want to have a culture change? This is how you go about doing it.
I mean, you can say, this company we blah, blah, blah, know, and just read it on the wall. Can't you tell we all feel good around here?
Well, if you want to have true, the kind of culture that you really want, which is a culture with high trust, I'm telling you how to do it.
Fundamentally, these are the concepts that that this is The Worth Work Principle in The Worth Work System.
Because without it, like I said, the quote-unquote feedback, what happens when I go to tell you it's not working, I soften it up so much that it's just unclear. You don't really know what the message is. And so therefore you can’t improve. So everything keeps not working out well.
Feedback and correction and evaluation feels personal to people. And it feels personal to the people who are trying to make the correction.
And that's why we avoid it. And that's why it's avoided in your organization right now. And that's the problem.
Like I said, that is exactly what I do. That is The Worth Work System and The Worth Work Principle, which is judge the work and protect the person.
The value foundation is that every human being is 100% valuable. Performance is, performance is not all 100%. I mean, we judge the performance, perfect person, imperfect work, okay?
And then, like I've said, the separation skill is part of The Worth Work System where we literally, in our minds and how we go, and literally how we go about talking to people and doing things here is we don't use language that is a judgment against the person, we only use language to judge the work.
Not only, it's more than the language, but that's a part of it, okay?
But we separate what we do with who we are, because behavior and identity are not the same, okay?
We just, we haven't, no one teaches that. You don't learn that in our lifetime. It's just accepted that what we do defines who we are. Okay.
And I'm suggesting not, and I'm accepting also suggesting that it's a better way. It didn't enhance your way of your way of life inside and outside the workplace.
This is self-reliance in action. Okay.
Because at this point with The Worth Work System in place, I can come up and now I can say, “Hey person. Love you, man.” You can't really say that at work. But I mean, in a lot of places, in a lot of circumstances, I'm not recommending that. I'm just saying the mindset is, “Hey person, just know I hold you in perfect regard. This has nothing to do with you personally. What I want, I'm here just to talk about the work.”
That's a little reminder that, hey, that triggers you to, yeah, that's how we do things here. Because we need to have that reminder.
Because this is not going to be normal. It's going to take a lot of practice thinking about separating before it's going to become a default. For a lot of us, we've been thinking that way for a long, long, long time.
But now I come up and I say, “Hey, hey, totally respect you. This is not about you. Just wanted to say that upfront because that's the way we roll here. I do think that about you, and everyone, and that we know that.” That's a little reminder. It's a little preface before, and that's my preface. This is not a sandwich.
I'm just saying, “Hey, I hold you in perfect regard. Now we need to take a close look at the work because the work isn't working.”
And now if you accept that you believe that the trust is high enough, you're like, “Yeah, okay, thank you. Also respect you and the job that you have to do to make sure that you're, you know, that we're getting the results everywhere here in this team.”
So let's take a close look that what I, and I can do it. I can be open. I can be teachable. I can be humble.
Now, humble is strength to me. I mean, I think humility is extremely a word that's misunderstood.
But humility means that I am strong enough to be open enough to look at my doing, to look at my behavior objectively.
Now, if I can do that and you come to me and say, “Hey, this isn't working.” I can say, “You know, I hold you in high regard also perfect respect. Thank you.”
And I can take a look at this and I can look at my stuff and say, “Hey, tell me what's not working. Let's take a look at this and see what I need to do to make this whole thing work better for all of us.”
I am totally open and totally teachable and totally unencumbered by what it's going to mean about me because it doesn't mean anything about me.
You know, the truth is most of the time our leaders and managers are solid anyway. They're not blaming us personally for this and that and the other a lot of them some of them are but a lot of them are not.
A lot of it's not intended personally anyway. It's just normal and natural with normal thinking to think that way until we have a new way of thinking and a new belief system.
Once that belief system is installed in an organization, that's when magic starts happening, my friends, truly.
I mean, you cannot believe how much time and, you know, just what it feels like. I mean, yeah, you'll save a lot of time and tons of money. And that's fun too, but it feels better. It feels better.
I mean, it's real. It's not like, there's more energy here, blah, blah, blah. People respect each other for real. It's quite incredible.
Before, where you're having like managers like making little hints, you know, hoping somebody, you know, they're like chucking balls in the air and hoping somebody will like catch one over there, or you soften everything to where it's so soft nobody's knows what the hell you're talking about, or you're just simply avoiding it and delaying the conversation.
You know, like, “Hey, we got a couple of little things, couple of small things here. We just need to clean up.” You know, and what the employee thinks is, everything's fine.
You know, so they don't really change. And then everybody's more frustrated.
To where you can with The Worth Work System, you can just say, “Hey,” here's an example,
“Hey, this report is late, it's incomplete, and it doesn't meet the standards I need you to get this fixed by tomorrow.”
And what the employee hears is, “Oh, wow, this is late and it doesn't meet the standard and I need to get this done by tomorrow, and I’m going to go ahead and do that.” Without a whole bunch of extracurricular nonsense that, it's not nonsense because it's normal thinking for the way that we've been conditioned to think in our lives and our culture and 99% of people think this way. Okay.
But with this system, you can openly and objectively be able to look at that and have it be okay that your work's not okay.
I mean, it has to be okay.
We treat the fact that we do things wrong sometimes like it's a big new, I mean, an earth-shattering piece of information. Oh hey. I mean, I did this wrong. It's like you're making an indictment on yourself.
So part of this is we all have to agree that sometimes we're going to do things that are not going to work. And that has to be okay.
We're not even going to judge ourselves on it because that doesn't help either. “Oh, I suck.” Then you start thinking that. What does that feel like? You think your work's going to get better? Uh-uh. Ain't happening.
So it has to be okay.
And that's another shift or belief change that we practice thinking in this organization with The Worth Work System, Worth Work System that says, sometimes we're not going to get it right.
We're going to do it wrong. It's going to be late and incomplete and it's not going to fit the standard and we're going to have to do it by tomorrow.
And by the way, that's going to have to be okay. Not acceptable. Okay. But it has to be okay.
It has to, I have to realize that this doesn't affect my value or my worth as human being. Okay?
We have to all agree that because just for the fact that we're imperfect, we are imperfect. It's not all gonna be 100% and that's gonna have to be okay with our worth. It's not gonna change it.
What we do matters. It matters that it's late. It matters that it's incomplete and it matters that it didn't fit the standard and we do need to get it done by tomorrow.
There's a consequence for what we do in this lifetime. Okay. There's a consequence and there's still going to be a consequence because we do need to judge the work.
What we do matters. It just doesn't matter to our value.
And when you make that separation, you start doing more things that are not less things that are late, more things that are complete and fit the standard. Okay?
And yet at the same time, it's not always going to be that way. And that has to be acceptable to your worth, not acceptable to the company standard
This doesn't justify poor behavior in any way. It doesn't absolve any responsibility or any of that.
It just says it doesn't affect my worth as a person, so I am open and available. I've given myself the ability, I've given myself the capacity to be able to change it without making it mean something about me.
So now I can have clear judgment of the work. I know that there's no attack on the person. There's no emotional confusion.
I have immediate clarity on what the problem is so we can correct it faster.
We have less defensiveness. Defensiveness goes down, down, down, down, down. Trust goes up, up, up, up, up. The performance is going up.
And so where we had delayed quote-unquote feedback and we have these same problems happening again and again and again, we have all these emotional conversations trying to manage the emotions of other people, which is, well, impossible.
We have frustrated managers, frustrated people, disengaged high performers because they're upset because they see what's happening with other people.
With The Worth Work System, we have immediate and clear feedback. We have consistency in standards. We have reduced emotional reactions. We have faster improvement, stronger accountability. We have more trust in our organization. That's the key.
And what that equals is less wasted payroll, it's higher output and it's less turnover risk and fewer HR issues.
I mean, seriously, teams can be leaner, expectations can be higher and margins are better.
You know, slow feedback, quote-unquote feedback cycles, not evaluating work performance and unclear standards is it's expensive it's disastrous poor performers end up sticking around way too long strong performers lose their motivation and you know at the very best you're going to have, you're going to flat line for a minute. But it's, you're going to, you're going to start, things are going to start going downhill pretty soon. You start getting behind in a hurry.
If you in your organization see yourself avoiding giving feedback, or you see your managers avoiding feedback, you don't have a communication problem. Okay.
You don't have a skill problem and an understanding problem.
You have a performance problem that's getting more and more expensive every week.
And that is exactly what I train inside of organizations.
If you want a team that can handle feedback, handle account that can be accountable without all the drama, then that is what I do.
That is what The Worth Work System is all about.
I hope you've been able to take a couple of ideas from this conversation and see what's happening. The little nuances of how, what we think about these quote-unquote difficult conversations and know that there's an answer where they don't have to be difficult.
The trust can be higher.
You know, at the bottom line of this is that we, what has to happen? One of the, one of the things that has to happen in The Worth Works System is that we, we respect each other more. Okay.
A lot of it has to do with respect in that we work towards a, we always hold everybody in high regard at this company, regardless of what they do.
And that's, that's can be difficult to, learn and to practice, to always hold people in perfect high regard. Okay.
Now that's not a perfect science either.
But what we do is we say, there is a no tolerance policy for not non-repair.
What that means is, is we endeavor to hold people in perfect regard at all times and be perfectly respectful and nonjudgmental about people, regardless of what they do at all times.
But when we fail, when we cross the line, when we do a reaction that is judgmental, when we say something that is judgmental, we have a zero-tolerance policy for not fixing it and making it well.
“What does that mean, Shane?”
That means that we require, okay, we require you to have a conversation, to make an apology, to make amends, to make it well with whatever the comments or words or whatever the thing is that you did that was judgmental, okay?
That you must do that because we all here are endeavoring to hold everybody in perfect regard at all times.
That's kind of, that's really the root of it.
And we must be able to do that. Because the more that we practice doing that, it doesn't take very long and the trust really shoots up. And that's the key to defensiveness going down.
Thank you again, my friends, for being with me.
Remember, my friends, your value, regardless of what you do and regardless of what you don't do and regardless of what has been done to you and regardless of what will happen to you in the future, there is nothing that you can do or that someone can do to you that will affect your value.
Your value is non-negotiable.
Stay with me.
Many organizations struggle with employee performance, accountability, and workplace conflict because managers avoid giving clear feedback. This leads to repeated mistakes, reduced productivity, disengaged employees, and increased turnover. The root issue is not communication skills but a belief that feedback will be taken personally, creating defensiveness and conflict. The Worth-Work System provides a structured approach to leadership and performance management by separating employee value from behavior, allowing managers to address performance issues directly while maintaining trust and respect. This approach improves workplace culture, increases accountability, reduces HR risk, and drives higher team performance.
You deserve it. And you can!
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