In this final chapter of the book you have:

What's important from here is that you make a start on your feedback journey; wherever you are starting from is fine. You may be waiting to take up your new management role and want to learn some new skills before beginning. Perhaps you are still within your first few months of promotion and have read this book because of a challenging situation you've had. Or maybe you are an experienced manager who enjoys learning and developing new skills. Whatever stage of your career you are at, the important thing to understand is that personal and professional development is a journey, not a destination, and in some respects, we are all still a "work in progress". There will always be scope to do something bigger, better, or faster, so consider these lessons as things to take with you along the way. Don't expect everything to be perfect the first time you put it into practice; it's okay to experiment and learn from whatever results you get, even if conversations and situations don't go the way you planned.

Bear in mind also that people get promoted into management for a variety of reasons. Ideally you'll be a strong player in all areas of your work with the right set of personal attributes too. In reality, some individuals make it into management because they are very assertive and telling people what to do comes easily. Others are highly intelligent and can solve problems easily. And then others are very successful at their current roles and outperform their peers in delivering work on time, to budget, and to a high quality. Depending on your own strengths and needs, some parts of giving feedback will come easier to you than other parts. So the aim for now isn't to get it all perfect to begin with, it's simply to begin.

Good luck in your new role!