When I was in the US Air Force, I witnessed several examples of the downside of goal-setting. The structure of promotion often rewarded holding certain positions over the actual performance in the position. One example particularly sticks in my mind of a “fast burner,” or someone on the fast promotion track, who was shifted over
“When we give feedback, we notice that the receiver isn’t good at receiving it. When we receive feedback, we notice that the giver isn’t good at giving it….the key player is not the giver, but the receiver.” Stone and Heen, Thanks for the Feedback Feedback is essential to our improvement—and our skill in receiving feedback
Empowering employees has been a western world trend for decades, making businesses more efficient by pushing decisions down to where the expertise and information are, and developing initiative, skills, and morale in junior leaders. But are you willing to take the heat if your direct reports make mistakes? Follow these guidelines for successful implementation of the delegative style of leadership.
