Giving and receiving feedback has long been considered to be an essential skill for leaders. As they strive to achieve the goals of the organization, employees need to know how they are doing. They need to know if their performance is what their leaders expect from them and, if not, they need suggestions on how to improve it. Traditionally, this information has been communicated in the form of feedback from leaders to their employees. And, leaders themselves need feedback from their employees, in the form of suggestions for how to improve procedures and processes, innovative ideas for new products and services, and input on their own leadership styles. This has become increasingly common with the advent of 360º feedback.
But there is a fundamental problem with feedback: it focuses on that past, on what has already occurred—not on the infinite variety of things that can be in the future. As such, feedback can be limited and static, as opposed to expansive and dynamic.
Author: Marshall Goldsmith
Subjects: Management, Organizational Behavior
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