Jill Geisler of Poynter writes:<p>Remember when your boss made a special effort to seek you out and praise your work?
I'm talking real positive feedback here:
--A description of what you did
--Specific details about why it was wonderful
--An explanation of how it helps the organization
--And every word of it was sincere
The conversation might have been brief -- maybe it was packed into a minute's chat or even a quick e-mail. But you remember it, don't you? <p>***Sorry, Jill, I really can't remember that offhand. I might remember it if it were accompanied by a big fat check, but that's not how it's done, is it?***<p>People thrive on sincere, specific, timely feedback. Good performance deserves applause.<p>Then why are some bosses so darn bad at it?<p>I call your attention to a specific category of offender: The "no news is good news" manager. I hope you haven't worked for this person, but I fear you might have, since we hear about him/her from journalists in Poynter seminars. <p>The No-News boss speaks this managerial mantra: "If you don't hear from me, assume you are doing a good job. I'll let you know if you screw up." Imagine. As a performer, you get no applause, but occasional booing after performances. Quite a motivational strategy, isn't it?<p>***Works for me, Jill.***