Getting feedback on your performance

Usually it's incumbent upon you to give feedback to those you supervise. But good bosses know they need constant and constructive feedback, too. Here's how to make sure you're getting the feedback that will make you a better manager:

• Ask for it. Few people automatically provide feedback. And since you're the boss, your underlings are even less likely to speak up voluntarily—whether it's because they're intimidated or because they don't want to ruffle any feathers. Set up a meeting with them or give some a call.
• Make sure you ask the right people the right questions. And be specific about the feedback you want. Make sure your request for information and feedback is as focused as possible. The responses will be much
  more valuable.
• Probe for specifics. Sometimes the feedback needs elaboration. Don't hesitate to probe deeper. You need to fully understand what is being said to effectively put it to use.
• Don't raise your hackles at negative feedback. Sure, it hurt. But only your ego. Sometimes the most critical feedback is the most honest and helpful. Don't ignore the negative criticism just because it is negative.

How to achieve peak performance.

Are you one of those people who get and feel swamped by the workload? Even though many career experts advocate taking on extra load to get ahead, there is a limit to your abilities. And if you drop the ball, it will do more to harm your career than advancing it by taking on too much. Here are some tips on keeping a balanced workload:

• Practice the 80-20 rule.
  You perfectionists are going to have to let some things slide. The principle of the 80-20 rule: If you get 80 percent of the work done, the other 20 percent will either be fine if left undone or done by someone else.
• Decline—politely.
  Know your limits. If someone asks to pile on more work, don't automatically say yes. And don't automatically say no, either. You can negotiate everything from how much work to extending a deadline.
• Delegate.
  Although the task of delegating usually goes to a manager, it's reasonable to ask if another co-worker could help or if pieces of the project can be doled out to others.

Give the customer what he wants: