Four Ways Women Can Utilize Feedback to Balance the Scales

Equal Pay Day is today and  there are things that must be addressed.

Denver’s Marjorie (Margie) M. Mauldin, consultant, trainer, entrepreneur and author of the new book, Feedback Revolutionon ways to take control of your fortune this year and to balance the (pay) scales using feedback to your advantage.

With 30 years of experience, Mauldin   has chosen to empower  women  and help solve communication-based problems to maximize performance, minimize risk and achieve superior performance in today’s global marketplace—across every industry and every generation.

Here are her 4 tips that you can apply right now.

  1. When you receive positive information about your performance, be sure to ask if there are other opportunities like this in the future.  Also, thank your boss for giving you these opportunities.
  2. When it is challenging feedback, listen with a curious attitude.   Don’t shut down emotionally.   Think of it this way … if you were lost and asked for directions, you would want to hear the solution.  Or, if you were in a competition and someone offered tips on how to improve your performance, you would listen and ask questions about implementation.
  3. In either cast, ask for specifics regarding the information.  After all, you can best change your approach or solution if you know what to change.   For example, if your boss feels that you could be a better team player, ask what that means and if this perspective is general or a singular one.  Perhaps, your colleagues don’t feel that you volunteer to help others succeed or that you don’t always share information in a timely fashion.   These are important characteristics of a high performer and pretty easy to put into practice.
  4. Your most important role when receiving feedback is to stay focused, calm and listen.  Listen with an open mind for ways to improve yourself on your job and as a person.   After all, few jobs are forever, and you want to enter your next position with improved skills and competencies.

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