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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. The Measurement of Manager Training By Andrew E. Schwartz THE MEASUREMENT OF TRAINING: Evaluation is one of the most valuable — and challenging — aspects of a training manager’s job. A well-planned and on-target evaluation process can be the tool which separates a superlative training department from a merely satisfactory one.Evaluation can help you determine whether what you are offering is successfully meeting existing corporate needs.It can help you to identify needs which have previously not been expressed, and tap a source of new training opport… 2. The Four Laws Of Leadership (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: 1077Summary: The best leadership is motivational. But the author contends that most leaders misunderstand motivation. Here are four laws of motivation that will help yo… 3. How to Plan for More Time and Have Time for More Planning It is important to realize that the title of this article could have been written the other way around, and while at the surface it may seem as stating the same thing, this is the illusion that most people are deceived by and hence therefore are doing less with more, instead of more with less.Now let me clarify, this to another level. Most people complain about 'Well if I had more time, then I could really plan my days!' Yet this approach will never allow you to have that time, therefore no plan… 4. Seeking Help By Keith Thirgood Where does the time go? Billable time. As a consultant, your practice may be doing reasonably well; you’re charging $100-150 an hour. As an independent consultant, you’re probably also doing everything from grinding the coffee to editing the umpteenth draft of your brochure.To understand where you spend your time, list and categorize all your activities into clerical, professional and other suitable groups. Calculate how many hours you’re spending on each—daily, weekly, monthly, annually.… |
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