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156 The McKinsey Mind

a critical role as well, and all of us could use a few more way to gos
and attaboys. Again, balance is key. Too much praise can have
detrimental effects as well if it appears insincere—especially if it
never identifies any areas for improvement.

EXERCISES
• Take a self-development journey. Examine your own devel-
opmental needs. We recommend involving others (direct
reports, peers, spouse, friends, etc.) in the process. For help
with this process, try one of the packaged tools that have
been developed for this use (such as those available from
the Center for Creative Leadership and the Franklin Covey
Institute). Your goal: an honest assessment of your
strengths and weaknesses, not just as you perceive them,
but also as others perceive them. In addition to identifying
your development portfolio, you should also identify one
or two major aspects to focus on (if you try for more, you
may hit the demoralization level).
• Identify the development needs of your direct reports.
You interact with them every day, but have you spent
much time actually reflecting on their development needs?
And try to think from their perspective, not just yours.
Think of the person holistically, not just in terms of your
requirements. Create a list of positives and negatives
(opportunities for improvement, if you prefer) for each of
your direct reports. You may ask them to create their own
list, as well as one for you. Compare theirs with the list
you made. Try to avoid doing this over lunch, lest a food
fight break out.