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Hi
A survey done in the UK about 3 years back on the psychological profiles of high-security prison inmates and CEOs of big and successful organisations revealed something that blew me away: the CEOs had, on average, higher levels of aggression and were more egotistic and narcissistic than the inmates.
After my surprise, I had 2 problems with this, but before we get to them, here's what you can enjoy in this month's Fulfilment::
- Featured workshop: Motivating Feedback for High Performance: When times are tough and results are down, or when a team member is struggling or just not shaping up, how do we share the bad news without demoralising, but rather motivating, our team?
- Positive Feedback Compass. Rough seas need a steady platform. Corné offers 4 solid tips on building a stable environment for positive feedback, no matter how rough the seas.
- Feedback or Feedforward? That is the Question! Tania writes from experience in offering techniques of focussing on the future to give "feedback" that is motivating.
Back to my story: that inmates were found to be less aggro and narcissistic than successful CEOs unsettled me for 2 reasons:
1. the wrong people were incarcerated and the real psychos were loose on the streets;
2. it seems business rewards thick-skinned, self-obsessed bottom line-driven "leaders" over leaders who balance bottom line and people, and this seems just plain unfair.
The old (very old) militaristic approach of command and control-styled leadership might be more ingrained and harder to shift than we might like.
And that's another analogy that I think is unfair on things military: the presumption that the only leadership style found in an army is a top-down autocracy. While I have a problem with organised murder and the premise of society "needing" people who are trained to kill, there are some positive things we can learn from the military, one of which is on leadership.
Although the combat success of a fighting unit is predicated on the disciplined obeying of orders, my experience in the SA Army suggests that this happens almost exclusively during training and combat itself. These are intense situations that simply don't allow much space for a democratic style of leadership to ensure survival.
Further, since junior leaders (like lieutenants and seargents) are closer to the action than the colonels and generals, the higher ranks have far less need for issuing orders and a far greater need for visionary, coaching and collaborative styles of leadership.
And so it is in business: the greater our leadership responsibility and span of impact across an organisation, the less task-focussed and the more skilful we need to be in supporting and motivating those who are doing the work. It's the less-skilled leader who uses only rank to achieve goals through others.
We hope then, especially when in a commercial battle for survival in tough times, you enjoy our articles this month on how to inspire and retain talent through motivating feedback.
On the related topics of conflict mastery, feedback and meaningful communication, you can learn more from our archive of newsletters:
- Constructive criticism is still criticism: how to handle conflict, turn criticism into feedback and check out Roland's alternate view on criticism in The Phenomenology of Handling Criticism.
- Caring for Your People Is Not HR's Job: how to communicate meaningfully and manage communication with your team effectively.
In next month's Fulfilment, we look at the similarities and distinctions between coaching and mentoring and other learning modalities like training, counselling, therapy and consulting. Yes, it is possible to learn from consultants! Find out how next month...
Until we "chat" again, all the best.
Brent Combrink
Fulfilment editor and ProMentor's founding owner
Cell: +27 (0)82 425 2708
Email your letters to: brent@promentor.co.za
PS: For a learning experience for your team in developing these skills at your office or a tranquil, off-site venue, why not ask about our workshops on feedback, conflict mastery, performance management or customer service excellence? Call 021 683 7575 or see the blue box to the right for more details.
Featured Workshop:
Motivating Feedback for High Performance
It's easy praising high performers when times are good. But how do we keep motivation levels high when times are tough or when performance is poor?
This half-day or one-day workshop gets you:
+ Knowing which fundamental human needs affect everyone's performance (even our own!) +
+ Distinctions between feedback, criticism, complaints +
+ How to minimise destructive criticism and replace it with motivating feedback +
+ How to handle poor performance (hint: it's not about avoiding tough conversations!) +
+ A coaching model that can motivate your team to raise their game +
Available at your offices and scheduled at your convenience
in major cities throughout Southern Africa.
Investment for up to 10 delegates:
R10,500 full-day
R6,500 half-day
*R150 pp after 10 delegates
Includes all notes and pre- and post-workshop briefings
Excludes VAT, venue, travel and catering
To book this or other topics, call ProMentor at 021 683 7575
or email info@promentor.co.za
Positive Feedback Compass
By Corné Mac Kenzie
27 July 2009
Positive feedback helps people navigate the rough seas of a turbulent economic market. It becomes the platform for their performance. Try these 4 tips to help build that platform.
Read more...
Feedback or Feedforward? That is the Question!
By Tania Kapp
27 July 2009
We know of the power of feedback, we know how to do it and we've done it before. But most of us are guilty of not giving enough feedback. How come; could feedforward be a better way?
Read more...
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