A friend who runs a 4,500-employee manufacturing plant wasn't happy with his "Stop, Start, Continue" feedback. The list of things he should keep doing clearly wasn't the problem; the "continue" portion of the exercise mostly just softens the "start" and "stop" blow.
The list of things he should stop doing also didn't surprise him; like many entrepreneurs who bootstrapped their businesses, he tends to jump in before his leadership team has the chance to take care of problems on their own.
But he couldn't get past one of the things his direct reports told him he should start doing: Praising them, and people on the shop floor, more often.
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