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Word count: 517 Summary: Leaders need feedback to thrive. If they don't constantly evaluate how they are doing as leaders, they face repeated failure. Here is one important feedback mechanism that most leaders ignore. Your Ultimate Leadership Feedback Loop: Their Leadership by Brent Filson Life on our planet flourishes through feedback. If life forms don't develop feedback loops and get good information about how well they are interacting with their world, the world eventually kills them. This holds true with leaders. Leaders must get feedback as to how they're doing -- otherwise they won't be leaders for long. One kind of feedback is results. After all, leaders do nothing more important than get results. You should understand the kinds of results you're getting, if they are the right results, and if you are getting them in the right ways. There is another kind of measurement that is as important, and sometimes more important, than results. It's a measurement most leaders overlook. That measurement has to do not with you but with the people you're leading. To explain what that measurement is, I'll first describe a fundamental concept of how one goes about leading people to achieve results. There's a crucial difference between doing a task and taking leadership of that task that makes a world of difference in the task's accomplishment. For instance, if one is a floor sweeper, doesn't one best accomplish one's task not simply by doing floor sweeping but by taking leadership of floor sweeping? Such leadership might entail: -- taking the initiative to order and manage supplies, -- evaluating the job results and raising those results to ever higher levels, -- having floor sweeping be an integral part of the general cleaning policy, -- hiring, training, developing other floor sweepers, -- instilling a 'floor sweeping esprit'that can be manifested in training, special uniforms and insignias , behavior, etc. -- setting floor sweeping strategy and goals. Otherwise, in a 'doing' mode, one simply pushes a broom. You may say, 'Listen, Brent, a job is a job is a job. This leadership thing is making too much of not much!' Could be. But my point is that applying leadership to a task changes the expectations of the task. It even changes the task itself. Think of it, when we ourselves are challenged to lead and not simply do, our world is, I submit, changed. Whenever you need to lead people to accomplish a task, challenge them not to do that task but to take leadership of that task. This gets back to the key measurement of your leadership. Your leadership should best be measured not by your leadership but by the leadership of the people you lead. Now, in becoming leaders, they can't simply do what they want. They must come to an agreement with you as to what leadership actions they will take. You can veto any of their proposed actions. However, use the veto sparingly. Cultivate your confidence and their confidence in their leadership. When you evaluate the effectiveness of your leadership by the feedback loop connected to their leadership, you are assessing your world as it should be, and great results will follow. 2005 © The Filson Leadership Group, Inc. All rights reserved.
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More Articles:1. Business Innovation – Core Competency and Competitive Advantage By Kal Bishop Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development … 2. The Crisis of Modernity By Len McNally Since the beginning of the industrial era our world has been facing what some historians call an ongoing "crisis of modernity". As fast as we adjust to new circumstances, the circumstances change again, and, the rate of change seems to be multiplying exponentially. Of all the demands imposed by twenty first century leadership, perhaps the toughest is the ability to not only manage change but to instigate it, control it and to be it's master. Dealing with the ever increasing rate of change may … 3. Business Basics - Priority Versus Sequence By Andrew Gowans We all know (well I hope we do) that part of being a good leader is in the art of delegation, trust, and looking after the people who look after us (good topic for another article!!!) BUT who looks after us, how do we look after ourselves?How do we make our job(s) any easier? Based on the premise that it helps to be reminded occasionally of business basics or best practices, I thought it would be worthwhile to share this snippet with you... Priority Vs Sequence Two of the worst inventions are… 4. 11 Strategies on How to Work in An Open Plan Environment By Neen James Many work environments now are open plan, with only a few senior managers having offices of their own. This style of work can have great benefits for team building – fostering cooperation and collaboration and can be wonderful for developing the social aspects of teams, but on the flipside, it can drive some people crazy and be damaging to productivity. Most open plan offices require large numbers of people to learn to work together in very close proximity, which can present challenges, partic… |
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