Raising the Executive Performance Bar – Getting the Message
This article (part 3 in a series) discusses one of the most difficult skills any executive can practice: listening to what others think the executive needs to change.
See other articles in this series:
Part 1: Why We Shoot the Messenger
Part 2: Delivering the Message
Content: Article | Authors: Gary R. Casselman, Ph.D., Timothy C. Daughtry, Ph.D. | Source: CEO Refresher | Subjects: Leadership, Management
Raising the Executive Performance Bar – Delivering the Message
This article (part 2 in a series) takes a look at the difference between criticism and feedback and offers some useful tips for offering constructive and well-received performance feedback.
See other articles in this series:
Part 1: Why We Shoot the Messenger
Part 3: Getting the Message
Also see, “Everyone’s A Critic”
Content: Article | Authors: Gary R. Casselman, Ph.D., Timothy C. Daughtry, Ph.D. | Source: CEO Refresher | Subjects: Management, Personal Development
How Leaders Can Avoid the Success Trap
This article examines problems many managers run into as they progress throughout their careers. The authors argue most of the problems are related to four fundamental dimensions of leadership (directional, Interpersonal, Personal and Implementational) and two primary skills (content and process). Read on for more…
Content: Article | Authors: Gary R. Casselman, Ph.D., Timothy C. Daughtry, Ph.D. | Source: CEO Refresher | Subjects: Leadership, Personal Development
Raising the Executive Performance Bar – Why We Shoot the Messenger
Understanding the tendency to resist can be the first step in more effectively giving and receiving feedback.
See other articles in this series:
Part 2: Delivering the Message
Part 3: Getting the Message
Content: Article | Authors: Gary R. Casselman, Ph.D., Timothy C. Daughtry, Ph.D. | Source: CEO Refresher | Subjects: Leadership, Organizational Behavior