Getting feedback may not always feel comfortable but it’s definitely a powerful ally and gift in the leadership journey.  Regardless of whether its formal or informal feedback – it invariably enables us to consider things which may previously have been out of our sight, even a blind spot. The insights received from feedback leads us to adapt, modify or change a perceived behavior flaw resulting in improved performance and greater positive impact.

Feedback on our strengths is an even greater enabler.  It helps us leverage and maximize our strengths for even greater results.

“One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment.”
- Robert E. Quinn (more…)

Last week I posted a blog on “giving constructive feedback.”  Interestingly  it generated much discussion with my clients and others on how the feedback was received.  Yes – you guessed it.  A lot of the times, not that well! (more…)

Let’s face it – giving and receiving feedback is something that we aren’t naturally good at. Whether at work or home, it might be easier to avoid, ignore or minimize but in the long term we cannot overlook persistent issues that need addressing in our relationships.

At work, how easy is it for you to give feedback to a direct report or team member on their negative behavior and or attitude?  Some examples include – not keeping agreements, making cynical comments to suggestions in meetings, putting the company down, and the approach that “it’s always someone else’s fault.” These become a hindrance to good working relationships as well as being a potential career staller for the other party. How comfortable and safe do you feel in communicating your thoughts and feelings with those you work with closely, including your boss?  (more…)

Whether you are in a leadership role or not, from time to time we all have to stand up and have those courageous conversations – the ones that we would rather avoid.  And therein lies the trouble.  The more we avoid these, the bigger the issue gets or the more it festers. As one senior leader put it, “if it ain’t feeling right, it isn’t!”  And this means some action has to be done – whatever your “situation” is.   (more…)

These points are  in response to Ron McLuckie’s question, “ how do we get organisations and managers recognising and acting on the strengths concept, rather than the negative weakness focus we see so regularly? ”

1) Having right people in the right job/role so they can use their key strengths has to be a start!

2) Continuously ask,  “What is working well for our team or organization?”

3) Ask routinely,  “What do we well which we need to keep doing?”
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