How do you define feedback? It's probably bigger than you were thinking. Dan and Stephanie define it as communication with the constraint of affecting change. They then discuss how truly effective feedback requires clarity on what the issue is, what should be done instead (not what shouldn't be done), and why it matters. They break down the "what, what, and why" framework from Dan's Starbucks training, explain why telling people what to do creates better outcomes than telling them what not to do, and show how the Four C's enable leaders and managers to give feedback that actually helps people improve and manifest their better selves.