This is part 7 of the 3×5 Leader Development Handbook. I encourage you to start with the introduction here if you have not yet.
I believe too many leaders in the 21st century have lost the art of giving quality and relevant feedback to their people. Such feedback has become a novel experience for so many. In my own experiences within a nine-year career in the Army, I can only recall four instances where I received relevant, eye-opening feedback from a boss or peer that challenged my current ways of thinking and assumptions about my performance. Such feedback cannot be so novel if we desire to become an organization that prioritizes leader development.
This is so challenging, though, because it requires leaders to no longer hide by either using position to be exempt from receiving feedback or not demonstrating the courage to tell the truth about others’ performance. We must demonstrate the candor and care for our people to tell the truth, which makes our 2nd and 3rd generation leaders better and more inspired to keep getting better. This is what leaders “getting in the arena” is about. With practice and time, we become more comfortable in telling the truth to our leaders about their performance, growth, and potential, no longer making it such a novel experience in the work place. Ultimately, we hope that quality feedback (truth shared in love and care for our team members) becomes a commonplace and routine method of leader development that goes up, down, and across the organizational chart. Continue reading → Getting in the Arena: Creating a Culture of Truth & Feedback