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
This is the third and final article written for the Institute of Directors way back in August 1991. I have not updated the stats for authenticity purposes. I hope you agree that it is as relevant today as it was in 1991.
Are you worth your asking price?
So far in this series of articles, we’ve established that continuous learning is vital and thinking has to be taught, if learning is to be taken effectively into the workplace. But what about the attending costs and benefits of this line of thinking?
Current statistics show that there is continued growth in the small to medium-sized company sector. Figures from the Institute of Directors show that of some 2.7 million companies in the UK, only 8,900 have more than 250 employees and around 50 per cent of the working population are in organisations that have less than 100 people. These companies, typically, are those without any specialist human resource facility – or certainly without anyone dedicated to people development.