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Effective leaders are effective communicators. And part of this
skill is the ability to deliver useful feedback. Good feedback
benefits both the giver and receiver. It nourishes growth and
development. Without it, the leader-as-coach is unable to clarify
performance targets, develop skills and abilities, reinforce
progress, or build on strengths. Strong, relevant, and useful
feedback shows how much leaders care about the growth of people on
their team.
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"Teams help ordinary people achieve extraordinary results."
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"Our chief want in life is somebody who can make us do what we
can." — Ralph Waldo Emerson
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"There are incalculable resources in the human spirit, once it has
been set free." — Hubert Humphrey, Former U.S. Vice President
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"In a study by the Center for Creative Leadership of top American
and European executives whose careers derailed, the inability to
build and lead a team was one of the most common reasons for
failure. Team skills, which had been of little consequence in a
similar study in the early 1980s, had emerged as a key mark of
leadership ten years later. By the 1990s, teamwork became the most
frequently valued managerial competence in studies of
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"Energy will do anything that can be done in the world." — Johann
Wolfgang von Goethe, 18th century German poet, dramatist, novelist,
and scientist
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"Skilled team leaders transform a group from what they are into
what they could be."
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Despite all the trendy rhetoric about the importance of people,
leadership, and values, far too many managers treat people in their
organizations with about as much care and concern as so many
numbers on a financial statement. They are just one more set of
assets to be managed. These just happen to have skin wrapped around
them. Phrases like "head count" dehumanize and objectify people.
That's how we talked about cattle on the farm where I
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Buried in the publicity of a nasty airline strike was a vivid
example of how misdirected management's service improvement efforts
can become. To improve service, the airline ordered all attendants
to attend three hour "Commitment to Courtesy" classes without pay.
"They told us the reason we were losing money was because we were
rude to passengers," said one attendant.
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Employees who deal directly with the public are valuable players
in building a customer-focused organization. Their potential,
however, is often overlooked. Only a tiny fraction of customer
complaints and suggestions ever reaches top management's
attention.
