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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. Hiring Mistakes: Find and Fix Them Fast! By Stephen Steckly Let’s assume you’ve completed your hiring process, your new employee is on the job, and training is underway.Wouldn’t it be wonderful if there were a tool you could use that would let you know for certain whether each new employee was a hiring mistake or a hiring success? Well, there is such a tool and I’m going to share it with you right now.It’s called the Success Predictor Tool and it consists of a checklist that you will review at 45 days and 85 days of employment.The Success Predictor Too… 2. Accountability and Mega Projects By Shaun Murphy The past few years have seen an increase in the number of petroleum mega projects being proposed and executed. Record oil prices have given rise to increasingly ambitious and complex international alliances in the energy industry. These large, long term and capital intensive projects carry a great deal of cost and schedule risk which is very challenging to mitigate. We have found that some of this risk can be managed through an emphasis on accountability at all levels of the project organizat… 3. Turbo Charge Your Career With The Most Powerful Leadership Tool Of All: The Leadership Talk. (Part Two) PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.comWord count: 578Summary: The author asserts that presentations and speeches are the least effective means of leadership communication. There is a much more effective way: the Leader… 4. Conquering the Number One Problem in Business--Poor Communication By Tracy Peterson Turner, PhD The Number One problem in business is poor communication: between coworkers, with clients, across functional areas, up the food chain. When I ask anyone I meet “What’s the one thing that causes problems in your company?” the answer is always Communication: poor communication in relaying instructions, miscommunication because of irresponsible delivery, too little information when conveying changes in policies or procedures, not enough exchange of information when relaying new concepts or ideas.… |
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