When I was in high school, I went metal detecting with my dad out in this state park. We were just looking for old homesteads. We never realized it had been a bombing range.
From 1949 to 1951, the Naval Reserve entered into a cooperative project with the Minnesota Department of Conservation. The goal of this project, known as Operation Woosh, was to produce wallowing holes for some 5,000 moose to help them find refuge from biting insects. The military dropped more than 50 live bombs, ranging in size from 500 to 2,000 pounds. As each bomb dropped, peat sprayed high into the air, instantly opening a pond up to 30 feet deep and 100 feet wide.
From Minesota DNR.
“A company’s culture and a company’s brand are really just two sides of the same coin. The brand is just a lagging indicator of a company’s culture…your culture is your brand.”
“There’s a Russian anecdote about a man who loved his dog so much that when the vet told him he needed to cut the dog’s tail off he couldn’t do it all at once, so he did it an inch at a time. Don’t be that kind of manager.”
Giving unclear, infrequent feedback has somewhat of the same effect — though slightly less violent. You end up hurting the person receiving the feedback more, even though you’re just doing what your parents always told you empathetic people do: If you don’t have anything nice to say, don’t say it at all.
This is where Scott says she’s seen managers make the most mistakes. “No one sets out to be unclear in their feedback, but somewhere along the line things change. You’re worried about hurting the person’s feelings so you hold back. Then, when they don’t improve because you haven’t told them they are doing something wrong, you wind up firing them. Not so nice after all…”
In order to give people the feedback they need to get better, you can’t give a damn about whether they like you or not. “Giving feedback is very emotional. Sometimes you get yelled at. Sometimes you get tears. These are hard, hard conversations.”
Read the full article here.