Feedback Leadership Quotes

Accountable Authentic Collaborative Courageous Passionate Lifelong learner Welcomes feedback Biased toward action Solution oriented Change agent

Constructive feedback is leadership gift and driver of organisational behavioural change

People will react to you as a result of their own mindset, rather than as a reflection of your worth. Most people use others as mirrors for their own darkness. If you have been hurt by such people, perhaps you can use these experiences to become a different kind of person—one who reflects the light within others instead of using them as mirrors. Maybe your experiences of pain can lead you to being a great leader, someone who lights up the world. Your most painful struggle is ripe with opportunity.

there is no such thing as negative feedback or positive feedback; there is only accurate feedback,

Conformity is a problem for many small groups. Members put a higher priority on cohesion than on coming up with a well-reasoned choice. They pressure dissenters, shield themselves from negative feedback, keep silent when they disagree ...

It takes humility to seek feedback. It takes wisdom to understand it, analyze it and appropriately act on it.” —Stephen Covey

Why fear feedback? Why stigmatize failure in the workplace when it’s bringing you closer to achieving your organizational goals.

If you are blind to your flaws, you can’t address them.

The people who care about you may not tell you your blind spots fearing to offend/hurt you. Open up and ask their feedback and get enlightened.

When you are giving feedback, try to be descriptive and minimize judgment.

You can't achieve excellence in life if you fear opinion.

I have learned a lot about myself over the years, mostly because I was open to hearing feedback. I wear my emotions on my sleeve. I usually dislike someone before I like them. I’m sensitive—especially when I’m tired or feel I’m being misunderstood. This may sound like the “About Me” section on a bad online dating profile, but knowing this stuff has allowed me to keep my contacts, my reputation, and my sanity throughout a long and often stressful career. Being self-aware means knowing when you’re about to act bad—and then not acting bad.

Don't use proxies when you give tough feedbacks. Be direct! Rather than saying 'some people don't even know how to pick the right tie'. Pull aside the person who needs your feedback, and tell him/her in his/her face: 'Your tie doesn't match with the event', and offer some options.

With real feedback, effective adjustments are possible.

Humility and feedback are the only true measures of a greater leader

Learning is an iterative process. It takes time, context-specific experience, and feedback to learn.

If EXCELLENCE is one of your values, not only you self-critic and evaluate your performance consistently, you BEG others for honest feedback...

Neither care too much nor too little about the feedback of others.

Patricia turned to Al and Tim. “Nice work, you two.” Providing positive feedback would help establish her leadership. “You saved that woman’s life.” Al nodded at this. Tim

Self awareness leads to self development.

When you put yourself in the other person's shoes, you can see that the person critiquing you is merely trying to help.

Risk is managed not through cautious planning but through bold experiments combined with frequent inspection, feedback, and adaptation.

we are always taught the value of “positive coaching,” of leading with praise and then following with constructive feedback.

You don't need to be Blind Loyal. Having the best interest of that person in your heart shouldn't stop you from constantly giving feedback.

The danger in every organization, especially one built around hierarchy, is that you create an environment that cuts off dissenting views and discourages honest feedback. That can quickly lead to a culture of delusion and deception. And in a leader, the tendency of too much confidence to swamp humility can lead to a dangerous self-indulgence at the expense of others.

In what is known as the 70/20/10 learning concept, Robert Eichinger and Michael Lombardo, in collaboration with Morgan McCall of the Center for Creative Leadership, explain that 70 percent of learning and development takes place from real-life and on-the-job experiences, tasks, and problem solving; 20 percent of the time development comes from other people through informal or formal feedback, mentoring, or coaching; and 10 percent of learning and development comes from formal training.

There is no bigger compliment than being intellectually curious about what someone else spends his or her days doing—it turned out that not having the answers did me no harm. The feedback I got was that the WHMO directors all “felt good about my leadership.

Here’s my full list of guidelines for how to apply the principles of this chapter to email communication. 1. Emails should contain as few words as possible. 2. Make it easy to see your central point at a glance, in one screen. 3. Never send an email that could emotionally affect another person unless it’s pure positive feedback. 4. Emotional issues must be discussed by phone; email should be used only to book a time for a call. 5. If you accidentally break rule number four, phone the person immediately, apologize, and discuss the issue by phone.

We know that negative reinforcement or punishment works well for behavior that should be eliminated. And we know from feedback theory that the best kind of feedback is descriptive because the client can then make the evaluation. These are valid guidelines but they don’t solve some of the subtle issues that can arise in the relationship.

Leadership is a skill you will need to learn to be successful in business. Good leaders are able to inspire their teams and achieve more than those who are overly forceful or too weak. The best business leaders have a mix of formal education and street smarts, stay focused on the mission, welcome feedback, and listen to their teams. They seek to bring out the best in people. Sometimes being a leader means making tough decisions—you have to be prepared to take the rap for whatever choices you make.

She found a way to calculate how much money his moodiness was costing the business. She spoke to him in his own financial language, adding a shot of her infectious humor to the communication, and Barry was moved. He went back to his team, told them about the feedback he’d received, and asked them to call him out when his mood was influencing their actions. The results were remarkable. In the subsequent weeks and months, many on the finance team spoke to me and Patty about the positive change in Barry’s leadership.

Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.

Don’t be defensive. People will be reluctant to share feedback if they are afraid of hurting your feelings or having to justify their perceptions. Listen carefully. Relax and actively listen to understand what the other person is trying to tell you; be sensitive to how your nonverbal communication is affecting the other person’s willingness to share with you. Suspend judgment. Listen, don’t judge. Don’t worry about what you’re going to say, but rather work to understand what the other person is trying to tell you. Be welcoming and assume that the information is intended to help you be better rather than anything otherwise. Ask questions and ask for examples. Make sure you understand what is being said and learn about the context as well as the content. Say thank you. Let the other person know that you appreciate his or her feedback and that you can’t get any better without knowing more about yourself and how your actions affect others.

Feedback is the Breakfast of Champions.

This has become known as the Losada line: a line that marks a tipping point at which the ratio of positive to negative feedback triggers higher performance on a team.

In collaborative professionalism, we want deeper collaboration in stronger relationships of trust, support, and solidarity. We also want more professionalism involving good data and good judgment, more candid and respectful professional dialogue, more thoughtful feedback, more collective responsibility for each other’s results, and more courageous engagement with bolder visions of education that will help young people become change makers in their own and other people’s lives.

According to famed psychologist David McClelland, there are three basic types of motivation: 1) Achievement, 2) Authority and 3) Affiliation. Achievement Seekers Those who seek Achievement are looking for the following things: They attain realistic but challenging goals. Achieving the task is its own reward. Financial reward is a measurement of success. Security/status are not the primary motivators. Feedback is a quantifiable measure of success. They seek improvement. Authority Seekers Employees who seek Authority are looking for the following things: They value their ideas being heard and prevailing. Having influence and impact is the most important reward. They show leadership skills and enjoy directing others. Increasing personal status and prestige is important. Affiliation Seekers Employees who are motivated by Affiliation are looking for the following things: They need friendly relationships and are motivated by interaction with others. Being liked and held in high regard is important. They are team players. Emotions are a larger motivating factor than quantifiable data. They are in tune with others’ feelings and seek to make others happy.

Diverse administrators happen to be rare gems. Yet many diverse leaders feel they are too often discarded after getting negative feedback from those who want to stop the very foundational change that the diverse administrators are hired to pursue.

We all deserve a degree of criticism, but we all are also worthy of constructive feedback.

Personnel in the tactical arena should be thick skinned and ready for direct and frank feedback.

INPUTS: Stated succinctly, what is the clear and compelling purpose for the system? OUTPUTS: What are the meaningful outcomes you are committed to achieving? FEEDBACK: To what degree does your feedback process allow you to manage the inputs and improve the outputs on a consistent basis? In what ways has your “systems intelligence” grown?

DevOps simply adds the idea that small, cross-functional teams should own the entire delivery process from concept through user feedback and production monitoring.

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

It's not a proper feedback if it's given to flatter and/or belittle someone. True feedback should be given to empower someone perform better.

To get along with others, and also become a successful leader know how to provide tailor made feedback that leads to performance improvement...

When you give feedback, make sure to be specific. I didn't understand you when you explained the chart or walked me through the steps of...

Some of the same forces have come to bear in the business world, where many companies in thriving talent-dependent industries embraced a new workplace ethos in which hierarchies were softened and office floor plans were reengineered to break down the walls that once kept management and talent separated. One emerging school of thought, popular among technology companies in Silicon Valley, is that organizations should adopt “flat” structures, in which management layers are thin or even nonexistent. Star employees are more productive, the theory goes, and more likely to stay, when they are given autonomy and offered a voice in decision-making. Some start-ups have done away with job titles entirely, organizing workers into leaderless “self-managing teams” that report directly to top executives. Proponents of flatness say it increases the speed of the feedback loop between the people at the top of the pyramid and the people who do the frontline work, allowing for a faster, more agile culture of continuous improvement. Whether that’s true or not, it has certainly cleared the way for top executives to communicate directly with star employees without having to muddle through an extra layer of management. As I watched all this happen, I started to wonder if I was really writing a eulogy. Just as I was building a case for the crucial value of quiet, unglamorous, team-oriented, workmanlike captains who inhabit the middle strata of a team, most of the world’s richest sports organizations, and even some of its most forward-thinking companies, seemed to be sprinting headlong in the opposite direction.

People need to know if they're making progress toward the goal or simply marking time. Their motivation to perform a task increases only when they have a challenging goal and receive feedback on their progress.8

5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

The Regal Seven – 7 Self-Training Strategies for Self-Leadership 1. Motivate yourself and take up challenges in the social service / human service tasks that are allotted. 2. It is not about competing with others but self-competing to be the better version of yourself every time you perform. 3. Solicit feedback from the team, peer groups, and the ones to whom you report/managers/bosses. 4. Build resilience; build your vision, and be vigilant. 5. Learn to grasp risks that you ascertain that you can strike at. 6. Stand up against evil practices that are against society building and human building. 7. Stand up for your team and the organization you are a part of.

Feedback followed by recognition and appreciation helps team members feel valued & understand that they are vital parts of the company.

Janet, a chemist and a team leader at a pharmaceutical company, received glowing comments from her peers and superiors during her 360-degree review but was surprised by the negative feedback she got from her direct reports. She immediately concluded that the problem was theirs: “I have high standards, and some of them can’t handle that,” she remembers thinking. “They aren’t used to someone holding their feet to the fire.” In this way, she changed the subject from her management style to her subordinates’ competence, preventing her from learning something important about the impact she had on others. Eventually the penny dropped, Janet says. “I came to see that whether it was their performance problem or my leadership problem, those were not mutually exclusive issues, and both were worth solving.” She was able to disentangle the issues and talk to her team about both. Wisely, she began the conversation with their feedback to her, asking, “What am I doing that’s making things tough? What would improve the situation?

Trusting other people and giving them the freedom to make technical decisions (even ones that you disagree with!), understanding other people’s motivations, learning to give difficult feedback, knowing when to pick your battles - these are all useful skills to have.

Simple and Regular Progress Reviews A little structure goes a long way toward helping people take action that they might not otherwise be inclined to do. This is especially true when it comes to giving people feedback on their behavior or performance. Team members should regularly communicate with one another, either verbally or in written form, about how they feel their teammates are doing against stated objectives and standards. Relying on them to do so on their own, with no clear expectations or structure, is inviting the potential for the avoidance of accountability.

You need to, according to a 1994 study, go beyond the “traditional notion of managing that focuses on controlling, supervising, evaluating and rewarding/punishing” to create a climate of communication, respect, feedback, and trust. All through coaching.

...check your own style of leading for cultural bias. What assumptions are you making about what “good” participation looks like? For instance, how do you expect people to deliver feedback? What would be an appropriate and expected level of assertiveness among your team members? Do you see any patterns suggesting that your style might inadvertently favor one side, or that you might be excluding or alienating one group? Is it possible team members have been communicating with you, but you just haven’t heard their points because they’re not delivered in the way you’re accustomed to hearing? It’s your job to be hyper-vigilant for ways your own cultural biases may be clouding your leadership and reducing the effectiveness of the team.

The four tenets within the openness framework require you to be open to change, feedback, action, and accountability.

There are 3 Pillars that every employee needs to succeed: (1) clear expectations, (2) actionable feedback, and (3) barrier removal.

And one of the paradoxes is that leaders, the higher they go, the less vertical feedback they get on how they’re actually doing, because people are afraid to tell them. So leaders can go off in a direction thinking they’re doing fine, not realizing they’re not,

study of 200 human resources professionals showed that such systems result in reduced productivity, cynicism, and damage to teamwork, create poor morale and a lack of faith in leadership. The essence of how to manage performance, a skill every boss needs to have, is not to rely on appraisal but to be able to build the kind of trust where honesty, mutual respect, and constant two-way feedback is at its core, something that is also at the heart of a coaching relationship.

My hat is always off to those straight shooters. I love you!!! I've changed because of your constructive feedback...

Secure bases are sources of protection, energy and comfort, allowing us to free our own energy,” George Kohlrieser told me. Kohlrieser, a psychologist and professor of leadership at the International Institute for Management Development in Switzerland, observes that having a secure base at work is crucial for high performance. Feeling secure, Kohlrieser argues, lets a person focus better on the work at hand, achieve goals, and see obstacles as challenges, not threats. Those who are anxious, in contrast, readily become preoccupied with the specter of failure, fearing that doing poorly will mean they will be rejected or abandoned (in this context, fired)—and so they play it safe. People who feel that their boss provides a secure base, Kohlrieser finds, are more free to explore, be playful, take risks, innovate, and take on new challenges. Another business benefit: if leaders establish such trust and safety, then when they give tough feedback, the person receiving it not only stays more open but sees benefit in getting even hard-to-take information. Like a parent, however, a leader should not protect employees from every tension or stress; resilience grows from a modicum of discomfort generated by necessary pressures at work. But since too much stress overwhelms, an astute leader acts as a secure base by lessening overwhelming pressures if possible—or at least not making them worse.

The best way for reflection and self-assessment is to hold meetings with yourself. I will pardon you for missing some other meetings, but you must never have an excuse for missing the board meetings you need to hold with yourself – I call these “board meetings between me, myself and I”. The three of us in one place, in a no-holds-barred meeting, where life-changing resolutions are reached to craft my journey to success. As board members we give each other honest feedback.

A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.

Learning is relatively easy when the link between cause and effect is clear. But complex systems often sever that connection: causes remote from effects, solutions detached from problems, and feedback delayed or misleading (Cyert and March, 1963; Senge, 1990).

We completed meetings with leaders from over a dozen ministries over a ten-day period. Toward the end of our journey, we asked our Sri Lankan host for his feedback. After about the fourth day, he had become convinced that we were actually there to listen, so his feedback was honest. He said (and I'm paraphrasing): Paul and Christie, you and your leadership training are welcome here in Sri Lanka. If you host your training in a nice Colombo (Sri Lanka's capital) hotel with a nice venue and a buffet lunch, we can get fifty to one hundred pastors and ministry leaders to come. They will come, and you can get some great pictures for your newsletter. Then, after the seminar, they will take your manual home with them and put it on the shelf with [U.S. megachurch pastor's] training manual and [another U.S. megachurch pastor's] training manual and [a well-known U.S. leadership trainer's] training manual, and they will go about their own ministry in their own way.

What about feedback you’ve received about your leadership style over the years? Years ago, an executive editor of mine said, “You should count the number of times you praise somebody and then double that.” Even the toughest, steeliest writer or editor often really wants to be told, “Hey, that was a great piece.” Early in my career as a manager, it probably took me a while to realize that everybody wants that. It’s just a human need.

I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.

you change people’s behavior by having them set some specific, measurable goals, reminding them of what they have committed to do, measuring their activities and providing frequent feedback, and providing positive reinforcement for progress. Effective

When you give feedback, make sure to give some examples. You listen well: I know that because you ask questions, nod your head, maintain eye contact, and so on.

The new leaders will not be content to sit back and let the cruise control do the driving. They will be looking forward, scanning the landscape, watching the competition, spotting emerging trends and new opportunities, avoiding impending crises. They will be explorers, adventurers, trailblazers. Advanced technology will give them an interactive, real-time connection with the marketplace; and they will get feedback from sensors at the peripheries of the organization. But they will be led just as much by their own intuition. Sometimes they will decide to ignore the data and drive by the seat of their pants. Tomorrow’s successful leaders will be what Warren Bennis calls ‘leaders of leaders’. They will decentralize power and democratize strategy by involving a rich mixture of different people from inside and outside the organization in the process of inventing the future.

A leader must be able to look a subordinate or superior square in the eye and tell him what the problem is and what needs to be done to fix it.

The purpose of feedback is to let an employee know what to improve and be inspired to do so.

Are you a ‘Listening Organization?’ Organizations that execute constant feedback loops from customers, vendors, and employees will have a competitive advantage in staying agile and evolving. Building systems to ensure that your firm is empathetic and open-minded is critical to your survival and growth.

Feedback is an investment in the importance of someone.

Negative feedback and experiences are damaging in the moment and longer lasting in our memories.

Summed up, Inspiring Accountability methodology asserts that leaders are accountable for contributing toward an employee being engaged in their work, receptive to feedback, improvement and accountability, and resourceful toward results.

Approaching someone with dignity, gratitude, understanding, and, more specifically, soothing the triggered creature brain before delivering feedback isn’t parenting or babysitting. It is the most effective approach to getting the result you want. You’re not only fulfilling their needs, you’re also better fulfilling your business’ needs.

In 2020 Christianity Today broke the story of how Timmis was removed from Acts 29 because of reports of abusive leadership, bullying, intimidation, heavy shepherding, and even threats of church discipline for those who resisted him.20 Those who worked with Timmis stated that when confronted with these behaviors, he not only refused to receive critical feedback but would often reverse the accusations, making the challengers out to be the real problem. They were just troublemakers, stirring up dissension in the church. Andy Stowell, a former elder at the Crowded House, summed it up this way: “People were and are afraid of Steve Timmis.

Effective delegation of tasks to team! Establishing a culture of trust within your team, encouraging open communication and collaboration is the key. Clearly define the scope and context of each task, providing relevant background information to enhance understanding. Set measurable objectives and deadlines, allowing team members to take ownership of their responsibilities. Foster an environment that promotes continuous learning by encouraging team members to seek feedback and share insights throughout the process. Finally, regularly assess progress and adapt strategies as needed, ensuring that delegation remains a dynamic and responsive process. Draw a distinction between tearing down criticism to building up ( constructive) criticism. This points to communication skills.

Challenges. We must embrace challenges rather than avoid them. 2.Obstacles. We must persist through obstacles rather than give up. 3.Effort. We must see effort as a path to mastery rather than as a fruitless endeavor. 4.Criticism. We must learn from criticism rather than ignoring useful feedback. 5.Success of others. We must be inspired by the success of others rather than feeling threatened.

Getting employee feedback on the well-being culture can be very helpful in assessing progress.

What are your strengths? How do you know that? What do you need to work on? How do you know that? How are you working on this area? Is your company helping? When was your last promotion? How was the promotion communicated to you? What is the one thing you believe you did to earn this promotion? When was your last compensation increase? (Compensation = base salary + bonus and/or stock.) Do you feel fairly compensated? If not, what would you consider fair compensation? What facts do you base that opinion on? Have you told this to your manager? When was the last time you received useful feedback from your manager? What compliment do you wish you could receive about your work? Are you learning from your manager? What was the last significant thing you learned from them? What was the last thing you built at work that you enjoyed? What was your last major failure at work? What’d you learn? Are you clear about the root causes of that failure? What was the last piece of feedback you received (from anyone) that substantially changed your working style? Who is your mentor?1 When was the last time you met with them? When was your last 360 review?2 What was your biggest lesson? When did you last change jobs? Why? When did you last change companies? Why? What aspect of your current job would you bring with you to a future gig? What is your dream job? (Role, company, etc.) What is a company you admire? What attributes do you admire? Who is a leader that you admire? What are the qualities of that leader that you admire?

When learning and work are dehumanized--when you no longer see us and no longer encourage our daring, or when you only see what we produce or how we perform--we disengage and turn away from the very things that the world needs from us: our talent, our ideas, and our passion. What we ask is that you engage with us, show up beside us, and learn from us. Feedback is a function of respect; when you don't have honest conversations with us about our strengths and our opportunities for growth, we question our contributions and your commitment.

We can learn a lot about ourselves when we take feedback as a gift, listen calmly, and ask questions.

After considering what gets covered, you will need to turn your attention to who is involved in the performance management cycle. Traditional performance management models are typically formal and hierarchical—and often involve only the senior management or leadership team. When you're setting up performance management for the ecosystem economy, you need a less hierarchical, more project-oriented, more results-oriented model. You need to involve not just senior management, but also people from all levels within your agile model (e.g., tribes, chapters, and squads). Involving more of the team not only creates a more streamlined and efficient process, but also facilitates an unfiltered flow of information. Management gets an opportunity to hear an unfiltered report straight from the team members who will be best equipped to give it. And the team members get an opportunity to receive feedback and instruction straight from management, without anything getting lost in translation as the information passed through two or three levels of hierarchy and bureaucracy.

Another way to foster a sense of belonging for employees is to form teams that are encouraged to engage in collective problem-solving. This affords regular opportunities for all members of the teams to express their views and contribute their talents. But leaders of these teams should establish the norm that colleagues treat each other with respect, making room for everyone in discussions and listening thoughtfully to one another. As we saw with high-status students leading the way in establishing an antibullying norm in schools, managers, as the highest-status member of a team, can set powerful norms. A key goal is foster what leadership scholar Amy Edmonson calls psychological safety, which she describes as "the belief that the environment is safe for interpersonal risk taking. People feel able to speak up when needed--with relevant ideas, questions, or concerns--without being shut down in a gratuitous way. Psychological safety is present when colleagues trust and respect each other and feel able, even obligated, to be candid." No matter how ingenious or talented individual team members are, if the climate does not foster the psychological safety people need to express themselves, they are likely to hold back on valuable input.

Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic. It is the part of the brain that figures out how to use a computer or make a sales call by reading a book. Not surprisingly—but mistakenly—it is also the part of the brain targeted by most training programs aimed at enhancing emotional intelligence.

Researchers have proposed two primary explanations for this phenomenon. First, by virtue of their level, senior leaders simply have fewer people above them who can provide candid feedback. Second, the more power a leader wields, the less comfortable people will be to give them constructive feedback, for fear it will hurt their careers. Business professor James O’Toole has added that, as one’s power grows, one’s willingness to listen shrinks, either because they think they know more than their employees or because seeking feedback will come at a cost. But this doesn’t have to be the case. One analysis showed that the most successful leaders, as rated by 360-degree reviews of leadership effectiveness, counter act this tendency by seeking frequent critical feedback (from bosses, peers, employees, their board, and so on). They become more self-aware in the process and come to be seen as more effective by others.

Written feedback is expected to be specific, detailed, and filled with examples from the interview to address the Leadership Principles assigned to the interviewer. The feedback should be written shortly after the interview is complete to ensure that nothing of value is forgotten. We found it wise to block out fifteen minutes immediately afterward to complete the feedback.

Feedback is empowering your team to ask questions, make suggestions, raise concerns, and/or challenge ideas.

Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic.

What you critique will continue to leak

Check if whatever you are entertaining, benefits you or breaks you. Check if it builds you or destroy you. E.g some entertain rumors, lies and hate, meanwhile others entertain ideas, feedback, opportunities and advice.

5 WORDS ON A WHITEBOARD HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW. BILL’S FRAMEWORK FOR 1:1s AND REVIEWS PERFORMANCE ON JOB REQUIREMENTS Could be sales figures Could be product delivery or product milestones Could be customer feedback or product quality Could be budget numbers RELATIONSHIP WITH PEER GROUPS (This is critical for company integration and cohesiveness) Product and Engineering Marketing and Product Sales and Engineering MANAGEMENT/LEADERSHIP Are you guiding/coaching your people? Are you weeding out the bad ones? Are you working hard at hiring? Are you able to get your people to do heroic things? INNOVATION (BEST PRACTICES) Are you constantly moving ahead . . . thinking about how to continually get better? Are you constantly evaluating new technologies, new products, new practices? Do you measure yourself against the best in the industry/world?

Too many leaders expect their people to adapt to their particular leadership style. If you want the best performance, look beyond your style and provide feedback tailored to the individual.

How we behave in crisis, what gets rewarded or recognized, what gets ignored, what gets measured and controlled, and what gets people fired, are examples of how culture gets embedded in an organization and the feedback loops that exist in our organizations (Schein, 1985).

When considering tasks to delegate, you should also consider tasks that aren’t appropriate to delegate. Tasks that have unclear objectives, high stakes, rely on your unique skills, or a personal growth opportunity should be completed by you. Once you identify the tasks, it is easier to identify the person. Now, we recognize delegation as growth opportunities for our team. We must also consider the skill sets for the tasks. Take a moment to identify the skills and competencies needed. Consider the individual and assess based on the following: skills, strengths, reliability, workload, and development potential. As the tasks are delegated, keep the individuals’ skills in mind. This will be a new endeavor for them and require you to build their self-confidence.  This is why strength-and-skills matching is important. Set clear goals and routine check-ins. Also provide good feedback to the individuals on the progress

Practice humility. Shine a light on others, give teammates the credit, volunteer to help, take accountability, seek out feedback, ask others for their opinion, truly listen to people and be open to having your mind changed.

Embrace mentorship. Rely on others to assist you, provide feedback, challenge your thinking and celebrate you; this is one of the greatest growth paths for leaders.