Prolog
The text above is an excerpt from the book "Moments of Truth" by Jan Carlzon. I think the quoted story describes a typical behavior of a new manager, except that Jan Carlzon was lucky to get honest feedback, and he was also rational to appreciate the input.
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 decisionmaking, and I still think his writing is cutting-edge in the Leadership genre.
The state of effective Management
Have you sometimes been struck by the change in behavior from people who are appointed to a managerial position? I certainly have. With curiosity, I have observed people reshape and take on behaviors they used to criticize. It seems like many are not aware of how the new responsibility affects them.
When looking at research, the prevailing experience of employees is that most managers do not have the talent to manage effectively. Despite the massive information flow on Leadership, bad Management appears to be the dominating rule.
I do think people know a lot about Leadership and how to create a great workplace. But even with the best intention, it is a challenge to become an admired leader who makes people grow. Probably one of the most challenging things to do. Why is so difficult to take on a role that everybody wants?
Self-awareness
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 Spot, and it can be hard to get the feedback needed to improve.
A more comprehensive picture of the Blind Spot phenomenon may be found in the research on behavior among leaders conducted by Simon Elvnäs at the Royal Technical High-school (KTH) in Stockholm.
Simon Elvnäs and his group of researchers filmed more than 400 managers on-site in their everyday environment. 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.
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."
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?
The power of feedback
Honest feedback, as Jan Carlzon got, should be treated as a valuable gift you get from someone who likes you. This example might be too straight forward and a trigger to enter a defense mode. If we look at the feedback from a more objective angel the message could be translated to “I care enough for you to be honest with you.”
If we can come to that
To make the feedback welcomed Marcus Buckingham shares a "Source of truth for my reaction."
for most people. Instead of welcoming the feedback, it is easy to enter a defense mode.
It is the most important enabler for a leader to
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.
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.
It is easy to find a lot of writing about the importance of feedback. In literature
Feedback is one of the most
Just be careful; how to give and take feedback is not the easiest thing.
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.
Together you should work with your values and principles to set targets for your behavior. The objectives should be able to guide you in different situations where you are involved in your workplace. Ask the person to observe and give direct feedback on how well your feedback is matching your target behavior. Adjust and repeat the observations, and you're on the go!
This is a very effective way to create your mirror on the wall.
Conclusion
Maybe, great Leadership is not about finding people with talent or knowledge. Perhaps it is all about creating a fearless culture where feedback is a natural part.
More information
If you want to dive deeper into interacting with people, I recommend:
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