A performance management interview need not be the confrontational meeting that it often becomes, but to avoid that takes courage.
What lessons can we learn about customer service from a story about a shop that got it completely wrong?
Managing clever people has some special challenges, especially in organisations (e.g. universities) where they are a large percentage of the staff.
You can’t stop failure hurting, but instead of adding to the hurt, celebrate failure for the courage, the effort, and the learning involved.
There are rarely short cuts to learn a new skill. It can take a long time and demand much perseverance, and it doesn’t work if the timing isn’t right.
Recognition is nice for the people who get recognised, but that is only a minority. It is hard to avoid unintended consequences from everyone else.