In this article You will learn the journey we all take when confronted with change and pick up ideas on how to handle receiving feedback.
“Honest criticism is hard to take, particularly from a relative, a friend, an acquaintance, or a stranger” (Franklin P Jones)
The transitional curve (above) is a useful tool for explaining what is happening to us when we are criticised and/or confronted with a need to change. Understanding the natural process we will go through will help us to move on.
In this article I focus on your Powerbase as a leader and give insights into the effect of the gaps we have and suggestions on how to fill them.
All leaders have a powerbase, here I have suggested our powerbase has four elements. If we accept this we can measure ourselves against them, discover what is missing and work to fill the gaps through learning the missing element or by making sure someone in our team has the missing piece.
Whilst the elements may be subjective, the point I want to make is that non of us are perfect and we probably have gaps in the skills or characteristics required to achieve the challenges we face. Accepting we have gaps shows we are half way to filling them. See how you do or put names of those you have come across who fit the shortcomings and have not accepted the fact so not done anything about it.
This applies to leaders at all levels of the organization. The Complete Set
What do Michael Jordon, Muhammad Ali, and Roger Federer have in common?
All were arguably the best performers in their chosen sport. All were 100% focused on their goals. And ALL had Professional Coaches.
Their Coach would be listening to what was said about the latest performance, and suggesting changes. The recipient would listen, question, trial the changes in training sometimes adding their own contextual adjustments. The net result would be a better performance.
I have been informally coaching executives for over 30 years, and before getting into any detail I always ask, why they want to be coached:
Whether you are the CEO, Executive, Manager or staff you are guaranteed to be suffering both emotionally and financially if there is stress in the workplace.
If you are a causing or suffering from stress you will be affecting the productivity and profits of the company, your own earning potential, your relationships with colleagues and your health.
In the main we all blame someone else for our stress, whatever the problem is, it is not ours! That’s why we’re stressed, right? After all if we were at fault we could (or should) do something about it!
Hmm I guess you are cringing a bit by now remembering how you blamed someone else for an action, which caused them stress. Perhaps you never hit your sales target and blamed your support staff for not getting you the appointments, or your marketing colleagues for not giving you the opportunity or even your finance colleagues for not approving your proposals.
All of us are the cause and suffer the affect of work related stress. Understanding how to manage the situation is rarely taught.