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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.
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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 conducted by Simon Elvnäs at the Royal Technical High-school (KTH) in Stockholm.
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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 will have the opportunity to get filmed and analyzed by scientists. Then how can leaders get insights about how others perceive them?
Feedback, Feedback, and Feedback
Obviously, feedback is the key to leadership. There is so much writing on this subject. I want to mention 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. One of the statements, in this article by Ron Carucci, is, where it says: "Exceptional executives actively solicit feedback about how others experience them."
<Flytta ned?> Everyone does not have the opportunity to get filmed and analyzed by scientists. Never the less, all my sources tell the same: leadership evolvement will not happen without honest and actionable feedback. Then how can leaders get the feedback and the insights about how others perceive them?
Maybe I am the only one, but I do not experience much feedback. Not a tiny fraction of I think we should do. Not between formal and informal leaders or between colleagues. And when we give feedback it does not work.
It is the most important enabler for a leader to
Feedback is one of the most
The value of feedback is the learning that makes you better. When it comes to leadership all
Still, it can be hard to even give and receive positive feedback. 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, should be treated as a valuable gift you get from someone who likes you. I think what Christer really said was “I care enough for you to be honest with you.” Wow, what a powerful message. How often have you heard, or said, something like that?
It is easy to find a lot of writing about the importance of feedback. In literature
Just be careful; how to give and take feedback is not the easiest thing.
To make the feedback welcomed Marcus Buckingham shares a "Source of truth for my reaction."
<Defense mode?>
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.
Books classes… Not happening
Thinking;
“Why should I do not have the competence”
“Open up scary…”
“I care enough for you Easy to say, but it can be hard to even give and receive positive feedback. In 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 feed back feedback which make 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.
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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.