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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
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."
Maybe it only me, but But despite all writing and talking about feedback, I don’t see much usage of it. Especially not the feedback which actually helps people improvingimprove. 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 and informal leaders in any environment. What is your experience?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. 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
Not everyone will have the opportunity to get filmed and analyzed by scientists. Then how can leaders get insights about how others perceive them?
Marcus Buckingham has a lot to say about workable feedback. His main advice is that what can be asked for, and what should be feedbacked, is my 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>.”
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.
Thinking;
“Why should I do not have the competence”
“Open up scary…”
If it is possible to expand and also explain the input can be even more useful.
“I care enough to be honest with you.”
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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.