Often I’ll have managers express reluctance to give performance improvement feedback to an employee who is either a great performer in general or an employee who did something well, but had a couple of areas where they could have done things better.
The manager fears their feedback will come across as “picky” or seem like they only notice the negative, not the positive. They fear that if they do bring up what needs to be improved, the other person will feel like all the good things they do aren’t appreciated and don’t matter.
So the manager remains silent, and the employee misses out on an opportunity to receive useful performance-improving feedback.
