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Don’t believe the hype around authentic leadership and introspection says INSEAD’s Ibarra. Your current way of thinking about your job and yourself is exactly what’s keeping you from stepping up. You’ll need to change your mind-set to succeed, and there’s only one way to do that: by acting differently.
The world’s preeminent CEO coach and multi-million book seller shares his wisdom on why change is hard, his six question coaching process, what CEOs should do to succeed and much more.
We assume that feedback helps us and others to succeed, but does the scientific research support that common wisdom? As author of the definitive research on feedback, DeNisi and his associate Caitlin Smith Sockbeson share what’s actually true about feedback and what’s merely management folklore
Psychology is often accused of being little more than common sense. In a way, this is true: most of the psychological advice found in popular sources is intuitive and obvious. At the same time, however, that advice is often unsupported by any scientific evidence. This is particularly true for the self-help industry, which has hijacked psychology for mass consumption.
The challenge for many women leaders is that they don’t get specific enough advice about potentially damaging behavior. Their female peers and direct reports don’t want to “tear down” another woman and their male peers and direct reports are afraid that direct advice could cause offense. Wallace and Kaiser show how everyone can be more honest and helpful in developing female talent.
‘Feedback’ is a word used in so many contexts, meaning so many things, that it is like saying ‘talking’. To have a decent research-led conversation about feedback, we need to get more granular about what we actually mean by this word. Neuroleadership expert David Rock tells us how the brain responds to feedback and what we should do to ensure feedback is helpful not harmful.
Feedback traditionally focuses on the needs of the giver rather than the context of the receiver. Understanding both and the options for each will make your feedback processes far more effective. Beatty discusses how to factor in the context of the firm, employee situation and feedback method to optimize feedback effectiveness.
Zenger and Folkman have found feedback to be a combination of ironies and contradictions, accompanied by large portions of mystery. Why do we prefer corrective (negative) feedback more than positive feedback? Why don’t leaders get better as giving feedback over time? Why are senior leaders less likely to ask for and act on feedback? The authors explore these findings and present 10 suggestions for dealing with these surprising findings.
It’s far too easy to blame your HR group when performance evaluation goes sideways in your company. Stone and Heen suggest that it’s not HR but the average manager who can fix the situation and they provide five helpful ways to make it work better. Featured high on their list is recognizing that receiving feedback well is a critical skill for managers and one for which they should be held responsible.
Great insights on the latest scientific research that uncovers some interesting facts on feedback, including that an employee’s starting time each day may bias their manager toward or away from them. Also. age matters, at least when it comes to being receptive to feedback.