The Five Talents That Really Matter by Barry Conchie & Sarah Dalton
Author:Barry Conchie & Sarah Dalton [Conchie, Barry and Dalton, Sarah & Dalton, Sarah]
Language: eng
Format: epub
Publisher: Hachette Books
Published: 2024-08-27T00:00:00+00:00
⢠Has this leader achieved good outcomes previously?
⢠Do they have a record of doing exactly what they said they would do?
⢠Have their advice and guidance been right before?
⢠Do they seem to be in command and demonstrate a comprehensive understanding of the issues they are dealing with?
⢠Even though we might disagree, do they seem to have my best interests in mind?
The problem and challenge in establishing credibility is that it is difficult for a person to determine this about themselves. Few organizations have successfully built feedback-rich environments, and it is often difficult for a leader to truly understand where they stand with others and how they are perceived. A 360 assessment can help, especially when a leader has been leading a team for some time and true perspectives have not already been drawn out. But the problems with 360s, and the ânoiseâ they amplify, is that they rarely lead to accurate outcomes. At a time when âfeedbackâ is attracting much more attention on business bookshelves, the difficulties in providing feedback are not easily addressed.
Kim Scottâs answer in her 2019 book, Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity, is to focus on shooting straight, cutting through the BS, and saying exactly what you feel.11 But rather than cutting through the BS, this idea creates piles of its own. Saying something more directly doesnât help anyone if it has no objectivity. Itâs a little like believing, when traveling through a foreign country where we donât speak the language, that shouting loudly and waving our arms around will make it easier for the other person to understand us. Marcus Buckingham and Ashley Goodall, in their excellent 2019 Harvard Business Review article âThe Feedback Fallacy,â skewer, fillet, and completely demolish this line of reasoning in a way that we approve.12
They explain in simple and powerful terms that too few companies have developed feedback as a dominant area of expertise. We have encountered too many individuals in our work who, in answer to the question âWhat feedback have you recently received about yourself?,â talk in ways that suggest that few conversations of this type take place in the organization, or the ones that have taken place focused on negative, unrealistic expectations of how a person can legitimately improve. âWell, I havenât ever been given feedbackâ is a common and disappointing response. This perspective is a bit hit-and-miss, and this is why individuals struggle with objective self-appraisal and the level of trust and credibility this justifies. Buckingham and Goodall argue that the best advice for individuals to learn about their credibility is to ask each of their individual colleagues in turn, because this is the only valid perspective.
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