Feedback or feedforward?
13 avril 2022
Gerrit Sarens
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Feedback is important to grow, to become better, to move on,...
Yeah, we all know that.
Giving & receiving feedback is an essential leadership competence each leader should have. It's by the way part of the Ambits Leadership Guide.
Of course, no doubt about that.
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That's all easier said than done
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- Emotions can hold us back to give feedback
- We are often afraid to hurt the other one
- We easily go into defense mode when we receive feedback ("yeah but...")
- It's sometimes very tempting to strick back when receiving feedback (let's be honest)
- We keep on smiling when receiving feedback but are very annoyed on the inside
- We often keep thinking that the other one is wrong
If you want to break this vicious circle, join us for an interactive webinar on feedback, or should we say feedforward that we organize together with Bruce Fecheyr-Lippens from Huapii.
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What will you learn in this webinar?
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- The difference between feedback and feedforward.
- We will let you discover your own internal blockers and fears when it comes to receiving and giving feedback/forward. We all have those, but how to best deal with it and be in a positive state of curiosity vs defense?
- We will let you discover how it feels to be in a state of confident humility to rethink your own beliefs vs. overconfidence.
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Practicalities
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When? 23rd May 2022 (12.00 - 13.30)
Online via Zoom
The webinar will be in English
Register via this form
Struggles of a manager
Managers are
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- lack self-confidence
- don’t know how to go from being a colleague to being a boss
- need to loosen up on the command & control leadership style
- must let go of the (technical) expert status
- cannot give or accept constructive feedback
- feel pressure to perform as manager
- have difficulty building relationships
- want to be liked by everyone or want to be the ‘bad boss’
- play the hero
- …
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- stay too involved in operations
- have trouble prioritizing
- cannot delegate
- fear conflict situations
- disconnect from the team
- deal with flawed strategic thinking
- do not relate to higher management
- lack clear communication skills
- remain not self-aware
- avoid difficult conversations
- miss political antennas
- ...
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- need mental preparation as successor
- need to be able to lead big changes ahead
- need to learn to be emotionally resilient and in control
- need to learn to make big decisions fast without all the information
- must become persuasive presenters
- need to learn how to cultivate their own personal brand
- need to learn how to lead by example
- manage by trust, not by fear
- need to overly develop empathy
- ...
