As the awareness and application of leadership coaching grows, so does the use of giving and receiving feedback. Feedback can be a very powerful and beneficial tool for personal and professional growth.
Getting feedback is an opportunity to learn about what you are doing well and what opportunities there are for growth. In turn, giving feedback is a manager’s chance to share with their employees what they are doing well and opportunities for improvement.
Think about how we portray leaders -- both business leaders and otherwise -- in our culture. In movies, they rally the troops with inspirational speeches right when things seem bleakest. They have big, charismatic personalities. This is what we think about when we envision leadership skills.
But is that what it really takes to be a great leader?
New research from Michigan State University found that leaders who take a preventive approach, which focuses on heading off mistakes rather than promoting innovation, can be just as effective as leaders who focus on big ideas. In fact, the study found that it’s often more important for a leader to be supportive and to set clear expectations than to be charismatic.
When it comes to performance goals, a lot of employers think bigger is better -- and they want them to be big. Setting big stretch goals can motivate employees, but if the resources, support, and even the potential for success are not aligned, the result may not only be failure to achieve the goal, but also damaged morale.
A June 2017 study from the Institute for Operations Research and the Management Sciences looked specifically at stretch goals. Most people think setting them has a positive impact on overall performance, but researchers found stretch goals actually undermine performance for most organizations.
The smartest organizations, and the ones that will prove to have staying power in the marketplace, are the ones that have established a comprehensive leadership development plan. What exactly does comprehensive mean in this context? It means that not only should the leadership development plan look at the obvious core of current C-Suite and hi-potential leaders, but it should also be extended simultaneously to a wide span of company leadership.