Have you ever busted your ass on a project and been reasonably proud of the outcome, only to be publicly excoriated and treated like an idiot when your boss poi

Have you ever busted your ass on a project and been reasonably proud of the outcome, only to be publicly excoriated and treated like an idiot when your boss points out some holes in your thinking, and focuses almost exclusively on those? Yes, the holes needed to be pointed out. But the manner in which they were pointed out probably left you feeling like shit. Especially if this happened with any appreciable frequency or regularity. Some people will power through that sort of criticism. Some people will thrive under it. And quite a few people, including very smart and hardworking people, will be gradually demoralized by it. As a manager, to whatever extent you are gradually demoralizing your team, you are creating inefficiencies. You are creating burnout problems, which may become turnover problems. You also risk inadvertently creating a yes-man culture, in which your opinions are deemed unassailable, and/or everyone just wants to avoid public conflict with you, and thus pleasing you becomes people's primary intellectual objective. I've never worked for Larry Page, have no firsthand experience with his management style, and don't mean this as a commentary about him. But I have worked for people who fit this description, and while it didn't bother me too much, it sure bothered a lot of great people to an unnecessary degree. How you give feedback matters almost as much as the accuracy or insight of your feedback.