Page 183 - Roy W. Rice - CEO Material How to Be a Leader in Any Organization-McGraw-Hill (2009)

164 • CEO Material: How to Be a Leader in Any Organization

I can do something about criticism I hear, but I can’t do anything
about criticism I don’t hear.

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Sometimes performance opinions are fraudulent, given by frauds.

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I cultivate multiple people for feedback all the time, strong, funda-
mentally irreverent individuals with no issues who will say, “I think
what you’re doing is off-base.”
Just as you shouldn’t fear mistakes, don’t fear feedback. Pay atten-
tion, think, and change as you choose accordingly. It’s all for learning.
However, if someone provides fraudulent feedback, correct it as well.
Anything you fear takes away from your confidence. You can ignore
it, discredit it, or deny it—but at least be open to hear it.

What Does Getting Frequent Feedback Mean?
What Does It Look Like?

It’s up to you to seek it out, and if you choose to do it (because it is your
choice), you

■ Get a heads-up when (or sometimes before) there is an issue.
■ Check progress, results, and outcomes against standards of
expectation.
■ Check progress, results, and outcomes against your own
expectations and goals.
■ Put yourself in a position to change problem areas before
problems occur.

Ask for It, but Not Ad Nauseum

Seek out feedback as early and frequently as possible—within reason.
Anything good that is overdone becomes ineffective. If you ask too much,