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You’re working hard, but then a team member, customer, or colleague gives you some harsh criticism. Should you take it in? Ignore it? In this episode, you’ll get specific tools you can use to get the most out of tough feedback without letting it derail you.
Last week we shared reasons employees might resist your coaching. There’s one other vital factor to ensure your feedback is heard.
Steve had thrown every ounce of energy into launching his most important strategic initiative. Everyone knew what was important and why, and his five times, five different ways communication strategy was more like thirty by thirty.
He ensured all the best people were on it, and yet the program was still struggling to gain traction.
“I was getting so frustrated about the lack of sales of our new strategic program. I had reinforced why this was so important to our company so many times, I was sick of hearing myself talk about it. But the service reps were struggling to convert inquiries to sales. Then one day, I just went into the contact center and took a few customers’ calls myself. The questions were tough. I realized how hard our new program was to explain. I learned that our training had not prepared our reps to take those calls. No amount of explaining “why this program mattered” would help until the reps knew how to answer our customers’ questions.”
– Steve, CEO Home Services Company
Steve understood what best-selling author and vulnerability expert, Brené Brown calls “being in the arena.”
“If you’re not in the arena, also getting your ass kicked, I’m not interested in your feedback.”
Steve realized before his team could take his feedback seriously, he needed to experience this initiative from inside “the arena.” This meant being willing to face the discomfort of hearing what customers really were experiencing himself. His reps needed to know that HE KNEW how hard it was and that they were in this together.
This is far different than micro-managing. I’m not advocating getting in the weeds and staying there. That won’t benefit your mission, you or your team. What I’m talking about here is showing up vulnerable, knowing that you don’t have all the answers and taking some risks to figure it out. Going first, particularly when it’s hard. Never making your team look bad so you can look good.
Every week, I hear stories of wimpy managers, asking their teams to take risks so they don’t have to.
Oh, and here’s one I got from a previous boss, “Karin I think it’s a great idea, but it might not work. You can do it if you want, but, if it fails or if the senior team disapproves of your approach, I’m going to pretend I didn’t know about it.”
I bet you can guess how that story ends, It worked. And he was happy to act like he was for it all along.
Does your team look forward to your visits? Are they excited to see you walk through the door?
What do you do when numbers dip, do you focus on the game, not just the score?
Does your feedback come from a place of judgment or support?
Don’t ask your team to fight battles, if you’re scared of the war.
How do you show up in the arena?
What makes it hard?
Have you ever had (what you thought was) a great coaching conversation—your employee seems to get it—but fifteen minutes later they’re back to their old habits?
So you give them more coaching, this time “louder” either literally, or through progressive discipline. But even so, nothing changes.
What’s going on?
Most employees don’t come to work hoping to screw up.
They want to improve. So why does so much coaching fall on deaf ears?
When we ask employees in our training programs why it’s hard to hear their manager’s feedback, here’s what they tell us.
“I’m trying to do better, I really am. But it’s all just too much. Every time we meet, he’s giving me something else to work on. No matter what I do, I can’t seem to get it right, so I just ignore him and do the best I can.”
If you want real change, focus on one behavior at a time.
“My boss keeps telling me my customer courtesy credits are too high—that I’m costing the business too much money. So I stopped giving credits. But when my customers get mad, they escalate to my supervisor. And guess, what? She ALWAYS gives them the credit! She’s the hero, and the credit goes against my numbers and I still end up on progressive action. I can’t win. So now I’m back to giving them the credit.”
If you want your employees to hear your coaching, be sure you’re following your own standards.
If there are reasons you make exceptions, be sure you clearly differentiate and explain the thought process, so they can follow consistent parameters.
“My manager says I need to be more strategic. That sounds awesome. I’m all for that. But what does that mean? How do I do that?”
Be sure your coaching is specific and actionable. Explain what success looks like in terms of behaviors.
“My supervisor keeps asking me to do this, but I just don’t think it’s right. It will have a negative impact on MY customers. I’ve tried to explain my concerns, but she just keeps citing policy, and that this decision is ‘above my pay grade.'”
Sure, we all have to implement policies we may not agree with, the important factor here is to really listen to the concerns and explain why.
AND to help challenge the status quo when it doesn’t make sense.
“I’m not really sure what’s important, because everything seems to be. I feel like I’m being pulled in a million directions.”
Help your employees sort through the noise and stay focused on what matters most.
Coaching is an art. If you’re not getting the results you want, talk to your employee. “I’ve noticed, that even though we’ve talked about this before, you’re continuing to ______ (insert behavior here.) I really care about you and want you to be successful. What’s going on? Why do you think this is still happening?”
And really listen to their response.
Fast Company: This 7 Step Guide For Dishing Out Feedback is Completely Idiot-Proof
Pushover No More: It’s Never Too Late to Start Practicing Team Accountability
Do you crave genuine feedback from your boss about where you stand and what’s getting in the way? How about your peers? If you knew a peer really had your best interest at heart, would you want to hear her feedback, even if it stung?
You’re not alone. Most managers we talk with share that one of their biggest frustrations is not getting the feedback they crave.
One of the biggest places FOSU (fear of speaking up) rears its ugly head is when it comes to giving feedback. After all, if we say nothing, no one gets hurt. Or do they?
We were leading a Winning Well executive development offsite which began with a leadership panel. “Steve” shared this heart-wrenching story.
I was serving in Iraq. We were headed cross the desert in two hummers. I was in the one leading the way, and the other was close behind.
I noticed that our driver was really driving fast and it didn’t feel right. I was getting more and more nervous. I knew how dangerous this was. But I didn’t want to be a backseat driver, so I kept the feedback to myself. Finally I took out my GPS and tracked our speed. We were going 75 miles an hour on those damaged streets! I still didn’t say anything.
Then my buddy looked back and we realized that the other hummer was no longer behind us. We turned back, and sure enough is flipped.
We lost a man that day.
I’m haunted by the fact that I could have saved his life, if I had just spoken up.
Of course, most situations are not this extreme. But how many times have you watched someone damage their credibility, slow down a project, or destroy team trust because you were afraid to give feedback?
How many times do you think others held back from sharing important feedback with you because they were scared?
In this same meeting, we did a quick “Asking For a Friend” hot seat, where participants anonymously wrote down their leadership questions and gave our best spontaneous point of view to address as many as possible.
And in this room of seasoned leaders, in a culture which prides itself on genuinely caring about customers and employees, the most frequently asked question was about how to get and receive genuine feedback.
“How do you get your boss to give you better feedback?”
“How to improve your performance if you’re not getting specific feedback?”
“What if you are only hearing about negative perceptions from others (not your boss)?”
“How do I get my boss to tell me where I stand?”
“How do I get more meaningful feedback from my peers?”
“I really care about my boss, how do I help him see the behaviors that are holding him back?”
“How do I share accountability feedback more effectively with a peer?”
And here’s the thing, every one of their bosses and peers was in that room. The room was full of people craving feedback, and wishing they could help others to improve. They were sitting silent because of FOSU.
Do you think this could be happening where you work too?
If you’re craving feedback, here’s a way to get some more.
1. Ask for the Truth
Set up some time with your boss and peers to really ask for feedback. Avoid the generic, “Do you have any feedback for me?” Or letting them off the hook, by accepting “You’re doing everything just right.”
Ask questions about areas you’re specifically looking to improve.
“What specifically do you think I could do to run our project meetings more effectively and efficiently?”
“I’ve been under a great deal of stress recently, and worry that I might be rubbing some people the wrong way. Is there anything I can do to improve the way I’ve been communicating with you?”
“If you had one piece of advice that could really help me take our team’s performance to the next level, what would that be?”
A great way to do this is through a Do It Yourself 360 Feedback Assessment. Click here to learn how.
2. Say Thank You
When someone shares a hard truth, especially about you, thank the person for having the courage, taking the time, and caring enough to share it with you.
3. Respond
If you ask for input, take time to respond. Even if the ideas aren’t actionable, when you acknowledge that the ideas were heard and considered, you increase the likelihood of hearing more in the future.
4. Never Ever Shoot the Messenger
If someone has the heart and courage to bring you a difficult truth, even if you vehemently disagree, keep your cool. If you attack them, they won’t bring you another concern.
5. Find Your Truth-Tellers
There are people who understand their team, environment, or processes and are willing to voice their observations. Find these people, keep in regular communication, and let them know you value their observations.
6. Check Your Behavior
If you suspect you are not hearing the truth from those around you, it is time to examine how you are interacting with others. Be sure your paying attention to the items on this list.
If you are struggling to see it, ask others for input, find a mentor, or consider a leadership coach.
7. Model It
The best way to get people to tell you the truth is to build a reputation as someone who tells other people the truth–from a place of deep caring with their best interest at heart. If you want more truth tellers, be a truth teller.
Your Turn
It may take time, but if you consistently channel challengers by asking for the truth, showing gratitude for input, and responding to it, you will earn trust, gain credibility, and have the information you need to make the best decisions.
Check out these articles.
Entrepreneur: How Your Leadership Style May Be Stifling Innovation and Problem Solving in Your Company
Ragan: 5 Ways to Get Your Team to Tell You the Truth
Photo credit by Ricardo Lago
Mark stared at the floor, his jaw clenched in frustration. He wanted to make the best decisions, but…
I was sitting with a leader who had just crashed and burned. He’d made a decision that had cost him his reputation and maybe his job.
He looked up at me and with a quiet whisper, Mark asked, “Why didn’t anyone tell me?”
The sad part was that it didn’t have to happen this way. People in his organization knew it wasn’t a good call. He had everything available to ensure that he made the best decisions…
But he never heard their feedback.
He was known for an explosive temper, for belittling and shaming people who saw things differently than he did, and he only ever asked people to validate what he thought.
In short, he never knew how to Channel Challengers.
Many people in positions of power often sabotage themselves and create environments where no one will tell them the truth – often difficult truths about themselves.
If you want to achieve breakthrough results, however, you’ve got to make the best decisions possible. To do that you need to have as much relevant information as possible.
6 Ways to Get the Information You Need to Make the Best Decisions
Here are six ways to Channel Challengers and ensure you have the truth and get the feedback you need to make the best decisions:
Regularly encourage dialog in your team. Ask people to teach you one thing you didn’t know. Become a person known for caring what’s really going on. Does what you hear match what you see?
When someone shares a hard truth, especially about you, thank the person for having the courage, taking the time, and caring enough to share it with you.
If you ask for input, take time to respond. Even if the ideas aren’t actionable, when you acknowledge that the ideas were heard and considered, you increase the likelihood of hearing more in the future.
If someone has the heart and courage to bring you a difficult truth, even if you vehemently disagree, bite your lip. If you attack them, they won’t bring you another concern.
There are people who understand their team, environment, or processes and are willing to voice their observations. Find these people, keep in regular communication, and let them know you value their observations.
If you suspect you are not hearing the truth from those around you, it is time to look in the mirror and examine how you are interacting with others. I would bet you are not doing one or more of the first four items on this list.
If you are struggling to see it, ask others for input, find a mentor, or consider a leadership coach.
Your Turn
It may take time, but if you consistently Channel Challengers by asking for the truth, showing gratitude for input, and responding to it, you will earn trust, gain credibility, and have the information you need to make the best decisions.
Leave us a comment and share: How do you ensure you hear the truth from your team and colleagues?
The number one frustration I hear from team leaders is that their feedback falls on deaf ears. The employee seems to get it–for a minute, and then they go right back to their old habits.
So they give the same feedback again, this time “louder” either literally, or through progressive discipline, or sadly sometimes threats or biting sarcasm.
Sure, there are some folks out there “you just can’t fix,” but frequently that’s not the real issue.
When I turn the tables and ask the employees why the behavior continues, here’s what they tell me.
Most employees want to do a good job. If your feedback is being ignored, dig deeper to get to root cause.
The other day I got the kind of feedback that kicks you in the gut and makes your brain hurt for days. I’m sure you know the kind, it stings with truth, but you’ve got a gazillion counter points you would never say out loud, for fear of appearing to not be listening. It’s from an amazing leader who worked on my team for several years, and is a regular reader of LGL.
This is a long one, so for those of you who prefer a musical soundtrack with your pondering, click here.
She writes:
One area of frustration for me in business is much like my frustration in the collection and recording of history down through time, and that is the winners make the history, it’s from their perspective and rarely is it all-inclusive of the realities of the time. Many leaders go through their career (certainly once they get to a higher level) believing that their station or title in their company validates that their perspective is somehow best, or more insightful. These leaders don’t leverage the best from their people or their organizations, and the idea that they understand how their employees feel is somewhat silly. To me your book represents a leader saying why and how I should relate to them, excuse them, allow for and understand their human nature.
That’s where the disconnect was for me, at what point do leaders really need to understand, and act on how their behaviors, their decisions affect the masses below them? In short I want leaders to improve, have better sight, understand and truly grow about those in their care. I want leaders to see more than market share, and stack ranks. I want leaders to see and appreciate intention, effort and of course results. But more over I want leaders to be real with me, and I want them to strive as hard to understand me as I strive to understand them. In doing this leaders improve the lives and careers of their employees.
Karin I think you are a great leader and I will admit I expect a lot from you, to that end the brilliance I’ve seen in your past writing and have referenced and yes even bragged about to others simply was not here for me. Frankly this seemed safe, when what all leaders really need (throughout their careers) is to be grabbed by the shoulders and shaken from time to time and forced to remember from whence they came, to understand the politics of our world are their making, and thusly they have the power to unmake it. Knowing that leaders in business buy and read this type of book, I feel you have the knowledge and credibility to improve them in their view down their chain of command as opposed to another attempt to give line employees better understanding of how and why their bosses do what they do so they can advance.
The gist of the issue: Hey, whose side are you on here? The imperfect bosses or the people?
The short answer is: Yes.
You see, I’ve been running around talking to every podcast, radio station, or media outlet sharing my opinion that your boss is just an imperfect human being doing the best she can, just like you. I’ve been firing people up and empowering them with practical tools and advice for advancing their career, even if their boss is a jerk. I believe strongly that helping people defend themselves against an imperfect system and regaining their power is vital.
And I’ve also seen the other side. I do agree there are leaders who need to be “grabbed by the shoulders and shaken from time to time.” I can’t stand the arrogance and abused power. I hate it when leaders forget about the human beings they’ve been entrusted to support. I worry about a system that over-grooms their leaders and the cycle of intimidation continues. I cringe when leaders are too busy to understand their impact.
The question on the table: Am I cutting the leaders too much slack?
The longer answer is: Yes and no.
Sure the system is imperfect. People are imperfect. There are good guys and bad guys at every level. I’ve learned a heck of a lot about getting unstuck on both sides of the equation. I must help, and will do everything in my power to help you, them, and the guys in the middle.
We must work together to create the conversation that will build better organizations through meaningful visions, great cultures, and brilliant execution. Such results come from imperfect, inspired people who care for the big picture – at every level.
I’m not ready to pick a side. The best good I can do is right here, stuck in the middle – with you.
It takes more than qualifications to get the job. Don’t count on your track record. In a close race, best prepared wins.
Two candidates were interviewing for a District Sales Manager position. Both had great backgrounds and qualifications. Both nailed the Behavior Based Interview, and we moved on to talk about their planned approach.
Joe (not his real name) came with his generic 90 day strategy. It was as if he had read Michael Watkin’s Book, The First 90 Days,* and copied the generic advice into his plan. His key actions looked like that of so many other candidates. Part of Joe’s plan was to visit every store in his territory in the first 30 days. Yawn.
*p.s I love Watkin’s book. It’s a great read when applied well.
Before her interview, Jane (not her real name), took 2 days off and visited all the stores in the new territory (across a 200 mile radius) in plain clothes. She came prepared with a list of observations, priorities, a platform for improvement, and a robust plan to begin tackling the issues in the first 30 days. She nailed the interview.
Jane’s now knocking that job out of the park.
When interviewing, don’t bring generic plans. Do your homework. Go learn something deeper to discuss.
Talk to people. Arrange advanced visits if you can. Determine who is best-in-class. Understand the current priorities. Use real data to share specifics for your strategy. Come with informed questions. How far you can go with this will depend on whether you are interviewing internally or externally. However, you may be surprised how much data you can find in either circumstance. You can gain much from a solid google search.
Just like a political candidate, be prepared to share your vision for this role. What is the one big thing you will accomplish? Share why you are passionate about your vision. Articulate the unique aspects of your leadership.
Describe your key skills and abilities and how they will benefit this organization. Make connections between unrelated roles. Describe how your diverse experience has built transferable skills perfect for this position.
Come prepared with specific results and deliberate stories that highlight your leadership. Don’t just share your stack rankings(a common approach), share how you achieved them.
This month’s Frontline Festival is all about Feedback and Coaching. I am delighted by the outpouring of submissions. It’s an amazing line-up.
Lolly Daskal, encourages us to take some risks in giving feedback in her post, We Need a Courageous Conversation “In most organizations, and in our relationships, we’re all so busy being polite with everyone that we’re either not aware of the breakdown, afraid of the breakdown, or avoiding it altogether. We kid ourselves into thinking that if we don’t deal with it, maybe it will go away. When we fail to engage and say what we honestly think and feel, our business performance will suffer. When what “goes unsaid” is not being said, our relationships will fail.” She offers, 10 approaches, my favorite is number 7.
Blair Glesser takes a different stance in, Honestly Speaking, encouraging us to think well about if, when, and how we should offer feedback. She concludes, “Often the whole issue of whether or not to be honest dissipates when you tune in and connect with your heart. Your heart knows exactly what needs to be said and when, and it never is about the shallow stuff. Its feedback is always geared to bring more love to yourself, your loved ones and the world.”
Susan Mazza wins the prize for the post that made me cry (I won’t tell you why, just read it). In The Ultimate Source of Empowerment . “People always have a choice even if they do not see that they do. A critical role of every leader is to bring people to choice.”
Dan McCarthy gives fantastic advice on encouraging feedback in, 10 Ways to Get More Feedback (and 5 Ways if You Can’t Really Handle the Truth). The best part is the 5 Ways to protect yourself against unwanted feedback. “I once had a VP tell me “I hate feedback”. I had to admire his honesty. Actually, a lot of us do, we just won’t admit it. So, if you really don’t want to find out about your weaknesses, and would prefer to keep your head blissfully buried in the sand, then use any or all of these 5 methods.” Perhaps you know someone who needs this post.
David Dye shares 6 practical ways to encourage more feedback from your team in his post, 6 Ways to Not Walk Naked Down the Street. I can’t help but wonder what search terms brought folks to that title 😉 The best point, “It may take time, but if you begin asking for the truth, showing gratitude for input, and responding to it, you will earn trust, gain credibility, and have the information you need to make the best decisions.”
In her post, What it Means for Leaders to Show Up, Wendy Appel explains that encouraging feedback starts with how we “show up.” Ask yourself,” how do I show up?” Am I present? Do people feel and experience my availability to be there for them or am I distracted, on to the next thing, focused on what I want to say; the point I want to make, forcing an outcome I think is best?” I like this one because it’s advice packaged for daily use.
Robyn McLeod. of Chatsworth Consulting asks Are You Getting Honest Feedback? And then, offers 4 Ways to ensure you receive it. “To get the feedback you need, you have to encourage and invite feedback from others so they know it is OK to be honest with you. This ASK FOR IT model offers tips on how to do that”
Dan Rockwell shares 3 reasons you need a “coach” in 5 Sure Fire Ways to Spot a Great Coach, and then teaches us how to know one when we see one. Great, practical advice. A must read. My favorite, “Your ideas seem right because they’re yours – you need tough questions.” Dan’s got good ones.
I love this practical post from Jennifer Miller, Should You Give Advice or Coach? “Giving advice is saying what you would do. It makes the conversation about you. Coaching helps people decide what they are going to do which is a far more powerful outcome.” The best part, she tells us how to do it.
Brian Smith shares Leadership Lessons: When Mistakes are Made Create a Teachable Moment. Although I might debate his reference to a roast beef sandwich as a healthy choice, his metaphor works. The best point, “You need to be able to separate the act (What the person did) from the person they are. (You’re OK; it’s what you did that isn’t.)”
“Being a good coach means putting others before yourself and always making decisions for the good of the team.” Here are a few tips from Tom Walter in his post, How to Be a Good Coach: Tips for Employee Focused Leaders. Some practical, easy to apply principles for front line leaders.
In his post, Give Frequent and Useful Feedback, Wally Bock advocates for frequent feedback. “Problems are like dinosaurs. They’re easy to kill when they’re small. But if you let them grow up they can eat you.” Don’t make feedback a once-a-year event. Make it frequent. Don’t make it an ego trip. Make it helpful.
Eric Dingler shares How to Make Feedback a G.I.F.T. by making it Genuine, Immediate, Friendly and Tailored. You’ve got to read his list of very practical suggestions. Eric’s posts are always actionable. His approach works.
Jon Mertz shares a sentiment I am considering painting on my office door, “Life is too short for unproductive drama and spoiled relationship,” in his post Go Hard on the Issue, Soft on the Person: 5 Leadership Ideas. He shares 5 practical tips to make that happen.
Jonathan Green, AKA Monster Leader, shares how to coach to REALLY tough conversations in his post, Dude You Stink: Coaching to Odor Issues. I know this guy. If you had to have anyone tell you that you smell, you would want it to be him.
This one’s fun and powerful. Ted Guloien of MU Field Management Research shares Giving Performance Feedback on American Idol. My favorite point, “Concentrate on and attend to the other person, and not so much on your own feelings, fears or anxieties about providing feedback.”
Alli Polin explains why we all hate performance reviews in her post, Performance Reviews Don’t Have to Suck. My favorite thought, “They suck because they’re more about process than the person.” Often true. Alli shows how you can do it better.
Feedback doesn’t work in shallow relationships. Joseph LaLonde explains that it starts with building real communication in his post, The Power of Real Communication. “It involves taking the time to get to know the employees. Finding out their dreams and passions. If things are going well at work. If their job is still fulfilling.”
Tanveer Naseer asks Are You Following These 3 Rules For Giving Feedback? He also shares the how to use the recognition more strategically as feedback. My favorite line, “feedback should make you hungry to achieve more.” Let it be so.
Greg Richardson highlights the importance of substantive recognition as a feedback strategy in his post, On Recognition. The best point, foster peer recognition, “Receiving tangible recognition from a peer can be much more meaningful for many people than anything a manager can say.”
Peter Friedes shares an activity and an opportunity for a free assessment to help work with your blind spot in, Find Your Blind Spot: A Self-Reflection Activity For Managers
Jesse Lynn Stoner, asks a vital question in her post, Are You a Team in Name Only? “Do you really want a team?” A great example of feedback using provocative questions. Ask tough questions gets to root cause.
In his post, Start With the End in Mind, Mark Miller encourages us to look 30 years out to plan for success in 5 key areas of our lives (he’s also looking or a clean “F” word that means influence if you have any suggestions). He suggests you spend an 8 hour day planning (and giving yourself feedback) on how you’re doing in each of these areas as you make your plan.
Chery Cegelman writes Leaders are You a Candle or a Beacon? She encourages us to be in a constant state of self-feedback, “As you think through the meetings you have scheduled this week. Do you need to be a candle or a beacon?”
Next month’s Frontline Festival’s Topic is Trust and Transparency. Submissions due May 10th. The Festival will go live May 17th.
Have you ever received frustrating feedback? Have you ever wanted to shout, “are you freaking serious?” “Have you looked at the impact YOU are making?” “I don’t want to roll like you.”
How do you know if the feedback is frustrating because it’s wrong or because it’s exposing a sensitive blind spot. What if it comes from your boss? It’s VERY TRICKY.
There’s usually a degree of truth worth exploring.
I always start with, “thank you.” And then decide. It never does any good to get defensive. You do not want to develop a reputation as “not being able to take feedback” (a sure way to take yourself off the succession planning “grid.”)
Here’s a line I’ve used (albeit VERY sparingly).
“I’ve heard you, I’ve thought about it for 3 weeks. I’ve gathered some additional feedback and although I appreciate your perspective, this is why I can’t change this behavior and why.”
I’ve also had a direct report say something like the above to me. I deeply respect that choice (warning not everyone will and had it been a different guy, in a different circumstance not sure how I would have reacted).
Be sure you’ve thought well. Some feedback that ticked me off early in my career turned out to be 79.6% correct
Of course, every now and then, feedback is not about you but about them.
How do you know?
The best time to transform to a radically new leadership style is when you start fresh with a new team. But that’s not always practical or feasible.
You’ve been reading blogs and books, watched webinars, and received some 360 feedback—but your team doesn’t know all of that. If you transform your style now, what will they think? If you suddenly start asking questions instead of recognizing their wins, or take a sudden interest in their personal life, will they trust you?
If the transformation is dramatic, your teams may be shocked, or at least skeptical. They may even distrust your motives. Even so,
Working on becoming a better leader is always worth it.
So, how can you ensure your team will take you seriously and that you are transforming with credibility?
Remember, growing and changing for the better is always worth the effort. Making a sincere effort to change and to communicate honestly about it will go a long way in building trust with your team.
Have you ever transformed your leadership midstream? How did you make the transition go smoothly?
When you take your leadership seriously, you are on a constant search for input.
“How am I doing?”
“What do you think”
“How did that go?”
“Am I on your short list?”
Before I go any further, let me stop and warn you.
This is one of those “do what I say not as a I do” posts.
I don’t have this handled.
Maybe you wrestle with this too.
Perhaps we can work on it together.
Leading well is edgy.
You will tick people off.
And if you are leading well, you will be on a constant search for how you can lead better.
At any given point you will have just annoyed someone. In fact, at any given time, you may have done something that really made them mad.
And thus the Input Paradox
In an ideal world, when we make our courageous choices, there will be a locker room of support, patting us on the back, yelling.
“HOORAY FOR YOU.”
The truth is, your most courageous moves will likely be made quietly if you are lucky.
More probable, those moves will be made against opposition and naysayers. Your best decisions may be made with very few saying “amen”. In fact, they may be made against such an onslaught of differing views that you begin to question your own motives, values and credibility.
Here’s where it get’s tough.
Should you listen absolutely? perhaps? no way?
In my life, all of those have been the right answers to input received from credible sources.
Some of the best input I ever received from a senior leader was this:
“I question your stance on X.But Karin, stop thinking about what we all think. That’s just going to make you bat shi_. Keep your head down, do the right thing. Lead courageously, and get results. That’s all that matters. If that’s not enough, that’s too bad.”
I have been carrying that in my heart. It goes a long way.
At the end of the day, you must lead from you.
If you lead to please, and it hurts your heart, something is wrong.
In fact, in might just make you “bat shi_.”
it’s worth a close listen to your heart.
Move and lead from there.
ns Your Feedback is Being Ignored
