I thought that was the point of the article—give people only genuine feedback that helps, not hassle them with minutia. Giving unsolicited advice to people you

I thought that was the point of the article—give people only genuine feedback that helps, not hassle them with minutia. Giving unsolicited advice to people you manage can undermine the "suitable level of trust" that you would otherwise have, if you're not careful. There is a big difference, after all, between requesting feedback from someone you respect and getting approval from a superior in a hierarchical power structure. What the article is touching on is the tendency for some managers to give feedback on everything just because they can. Other people in the organization won't have that privilege, and giving feedback on everything reinforces the fact that the other people in the organization are subordinates and don't have that privilege.