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Tag Archives: People

Receiving effective feedback, both positive and developmental, is very helpful to anyone at work.

Feedback is valuable information that will be used to make important decisions. Top performing companies are top performing companies because they consistently search for ways to make their best employee even better - and providing them with effective feedback is an important aspect of achieving this.

This toolkit can help you and your team colleagues review and develop your feedback skills. It provides you with:

  • Examples of different approaches to giving and receiving feedback, and
  • Tasks and activities that can use with your team.


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How would you describe an effective leader? What traits are most important? 

As a leader, you have likely spent time thinking about the strengths that would make you, or leaders on your team, more effective. But the “street view” of leadership may reveal some entirely different ideas about what does and does not work.

An independent research firm undertook a robust approach to obtaining  360-degree feedback about two groups of senior executives - those who were seen to be the most creative leaders and those who were the most reactive leaders. Feedback was provided on senior executives from 176 large companies, covering 29 industries in six countries. The study included 2,893 raters who provided 900 pages of written feedback comments on these two groups.

The top 10 of 40 strengths most frequently attributed to the creative leaders are:

  • Strong people skills.
  • Team builder.
  • Personable/approachable.
  • Leads by example.
  • Passion and drive.
  • Good listener.
  • Develops people.
  • Empowers people.
  • Positive attitude.


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In this video, Paul Bridle explores the question "What is the difference between being a leader, and leadership?"


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When two or more people are involved in a relationship they will adopt a certain style of behaviour towards one another.

The same can be said of a leader and members of their team.

One of the most fundamental characteristics of such behaviour is the respect that is shown for the other's rights or opinions.


There are three basic behaviours involved in a relationship:

AGGRESSIVE: "I have my rights, you have none" (Win-Lose)

ASSERTIVE: "I have my rights, you have yours" (Win-Win)

SUBMISSIVE: "You have your rights, I have none" (Lose-Win)

This quick guide reminds you of how these three basic behaviours manifest themselves and the impact they can have on relationships.


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As a leader, your every behaviour can be under scrutiny from your direct reports, your peers, key stakeholders etc. You need to make sure that what you do and how you behave does not alienate people, or undermining the commitment and effectiveness of your team.

You need to make sure you are aware of behaviours - whether strengths, weaknesses or leadership style - that could derail your leadership position.

This checklist takes you through a reflective self-assessment of how you think you work with your key contacts and enables you to produce a development plan focusing on improving any derailing behaviours you may have developed.


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Good Feedback Is:

  • Invited – ideally, feedback should only be offered on request or by agreement.
  • Timed – for most people feedback is more effective when given shortly after the event.
  • Positive – It is paramount to spend time commenting on the positive aspects of performance.
  • Specific and prioritised – Quote the exact words or actions rather than using general statements like ‘that was fine’ and explain your reasons to the other person. Most people can only cope with a maximum of three points at any one time so be selective about your feedback even if this does cover every aspect.
  • Alternatives and suggestions – After listening to how the person themselves perceives their performance, offer your views on the ways in which they might develop or improve.
  • Owned – If the giver of feedback uses an ‘I’ statement, this leaves the receiver free to accept or reject a comment rather than having a view or a judgement imposed; it is a more sensitive approach for delicate issues.

When Receiving Feedback:

  • Listen – focus on understanding the feedback and avoid rejecting, arguing or being defensive.
  • Check your understanding ask questions to fully clarify; for instance, seek examples.
  • Acknowledge the giver – Show appreciation. The feedback might not have been easy to give.
  • Make a choice about what to do – You may wish to act on the feedback – or not. There is a choice. (more…)

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