Feedback

What we say matters.  One area that’s impactful to consider is how we refer to others, especially if they’re not in the room, virtual or otherwise.

Some messages early life held me back from reaching my potential. They were because my actions were taking people out of their comfort zones.

Most feedback can be broadly categorized into three categories. Affirmative feedback, constructive feedback, and critical feedback.

Today we hear from three MOR alums - Evelyn Griffith, Julie Traxler, and Vania McBean on valuing the gifts of others.

Learning from the book "Thanks for the Feedback: the Science and Art of Receiving Feedback Well (even when it is off base, unfair, poorly delivered, and frankly, you’re not in the mood)"

THANK YOU to everyone who provided feedback on Tuesday Readings.  A key theme we saw is approaching our leadership journey with a growth mindset.

In February, 2020, we sought feedback from the audience of MOR Tuesday Readings.  This posting synthesizes the results of that feedback.

New roles and your feedback on [Tuesday Reading] please

[Today’s Tuesday Reading is by Dr. David Sweetman, MOR Associates Leadership Coach and Consultant.  David will be facilitating Tuesday Readings moving forward. David may be reached at david@morassociates.com]

“Humble listening" is among the top four characteristics of leader.¹  —  Jeff Immelt, Former Chairman and CEO, GE.
 
“If there is any one secret of success, it lies in the ability to get the other person’s point of view and see things from that person’s angle as well as from your own.”^2,3     —   Henry Ford.
 

Several years ago, in a series of Tuesday Readings,^1,2,3 I introduced the idea that when we understand how our brain works, we can better understand why we react the way we do. I wrote, then, that an individual’s brain, in the days of our early ancestors, had one key goal – survival, avoiding threats and seeking food (rewards). And, avoiding threats had a much higher priority with five times more neural networks devoted to threat detection than to identifying rewards.