Let me start with a confession:I never liked receiving negative feedback, and have spent the largest part of my professional life ignoring it.
I found ignoring negative (or perhaps I should euphemistically say ‘corrective’) feedback to be quite easy. Depending on the situation, I either did not take the person who gave me feedback seriously (‘that is rich – from him?’), comforted myself that the feedback concerned only a minor issue in the grand scheme of my behavior (and that other aspects of my behavior would compensate this), or convinced myself that the person giving me feedback did not understand the context in which I acted the way I did or said the things I said.
It was not until I hit a serious roadblock in my career, that I started to see the fact that systematically ignoring feedback was not necessarily a great idea.
Critical self-reflection is difficult to acquire, but extremely important for leaders
By Dirk Verburg
For several reasons I love reading autobiographies of leaders in business and politics. The first reason is plain curiosity: the possibility to take a look behind the stage of well-known events. The second reason is because these autobiographies provide a unique opportunity to understand decision making processes from the perspective of the decision makers. Why did they take certain decisions in specific situations? Were they aware of certain developments? From whom did they obtain advice? What was the role of important stakeholders? etc. Continue reading →
A number of change initiatives in organizations do not add, but rather destroy value. In this article the reasons for this are explained and recommendations are given on how to prevent the launch of such initiatives. Concrete examples are provided to illustrate the issues.