...
When I read the book the first time, 35 years ago, I thought it was fantastic. Jan Carlzon delivers so many insights into the power of decentralized decisionmakingdecision making, and I still think his writing is cutting-edge in the Leadership genre.
...
For those of us who love quadrants, the Johari Window is a straight forward model explaining how hard it is to understand our behavior. Few people can appreciate their critical Blind Spotblindspot, and it can be hard to get the feedback needed to improve.
A more comprehensive picture of the Blind Spot blindspot phenomenon may be found in the research on behavior among leaders and managers conducted by Simon Elvnäs Simon Elvnäs at the Royal Technical High-school (KTH) in Stockholm.
Simon Elvnäs and Simon Elvnäs and his group of researchers filmed more than 400 managers on-site in their everyday environment. After that, all All films were analyzed and categorized into thousands of different leadership behaviors. The result was astonishing; Managers make the least of what has a positive impact on the organization and what they want to do, and most of what employees do not need. Simply expressed: managers do not, at all, do what they think they do.
In many cases, the work of Simon Elvnäs has helped managers change their behaviors. It might be a painful experience to watch yourself, but the films appear to provide beneficial feedback.
Not everyone has will have the opportunity to get filmed and analyzed by scientists. Never the less all my sources tell the same: honest and actionable feedback makes the difference. Then how can leaders get the feedback and the insights about how others perceive them?
The power of feedback
The value of feedback is the learning that makes you better. When it comes to leadership all
I think honest
Feedback, Feedback, and Feedback
There is so much writing about feedback and it seems to be widely used. Just to pick one example: A 10-Year Study Reveals What Great Executives Know and Do by Ron Carucci, where it says: "Exceptional executives actively solicit feedback about how others experience them."
But despite all writing and talking about feedback, I don’t see much of it. Especially not the feedback which helps people improve. What is your experience?
I think many of us are too afraid of giving feedback and thus get little practice. This counts for both formal and informal leadership. We don't want to hurt or interfere. When the feedback sometimes comes out, it is to blunt and does nothing else then moving people into defense mode.
I constantly hear people speaking negatively about others who are not present. I hear it almost everywhere and I think it is bad behavior and cowardliness. It does not help the person being spoken about, nor does it benefit an organization. I think this is the core thing we all need to improve. Stop gossiping, start feedbacking!
Honest feedback, as Jan Carlzon got, is like should be treated as a valuable gift you get from someone who likes you.
“I care enough for you to be honest with you.”
Maybe this example is to straight forward for most people? I can imagine some going into defense mode instead of welcoming the feedback.
Still, Easy to say, but it can be hard to even give and receive positive feedback.
It might sound trivial to ask for feedback, but you cannot merely order a person to give this gift to you. Instead, you have to earn it by opening up show you need the feedback and take care of it. It is especially hard for managers to get the feedback they need since subordinates often have the genius to filter out some criticism.
My Marcus Buckingham "Source of truth for my reaction."
It is easy to find a lot of writing about the importance of feedback. In literature
Feedback is one of the most
I want to mention A 10-Year Study Reveals What Great Executives Know and Do. One of the statements, in this article by Ron Carucci, is, "Exceptional executives actively solicit feedback about how others experience them."
Just be careful; how to give and take feedback is not the easiest thingIn many cases, feedback is perceived as criticism which makes people pull back or go into defense mode.
The how
Marcus Buckingham has a lot to say about workable feedback. His main advice is that feedback should not be opinions for what to do, but all be about a reaction. “When you did or said <something> It made me understood, feel or think <something>.” If it is possible to expand and also explain the input can be even more useful.
“I care enough to be honest with you.”
“I would really like to get your feedback which makes me understand how I can support others.
Inspire people to be a better version of themselves.
How to get started
Select a person whom you trust, to be honest, and open to you. Preferably this person has an interest and experience in personal coaching. If not, ask the person to dive into this highly important subject.
...
The Speed of Trust: The One Thing that Changes Everything by Stephen M. R. Covey
Thanks for the Feedback: The Science and Art of Receiving Feedback Well by Douglas Stone and Sheila Heen
What Self-Awareness Really Is (and How to Cultivate It) by Tasha Eurich
Kom ihåg
It might sound trivial to ask for feedback, but you cannot merely order a person to give this gift to you. Instead, you have to earn it by opening up show you need the feedback and take care of it. It is especially hard for managers to get the feedback they need since subordinates often have the genius to filter out some criticism.