Chapter 3. Addressing Specific Performance Issues

	"You can't blame people for doing stuff you didn't tell them they couldn't do."
	--David Sandler

Having learned the general feedback principles and how to apply them throughout the year in Chapter 2, Delivering Balanced Feedback, you're now going to learn how to provide feedback based on a specific and instantaneous event; for example, an outcome or piece of behavior that you have observed in the workplace. Of course, timing will be extremely important in this feedback model, and put simply, it's a question of the sooner the better. Hopefully, you will be able to catch your staff doing great things around the office; in which case, this model can be used. But there will also be times when something didn't meet your expectations and needs to be corrected—and this is the context that we're going to focus on most in this chapter. In this case, you need to take the dentist's viewpoint: it's unlikely to get better on its own, so best get it dealt...