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Behave yourself. Interview by Gardiner Morse.
Harvard Business Review
|October 23, 2002
Summary
Behavioral change in leadership requires seeking feedback from colleagues. Instead of dwelling on past mistakes, actively solicit input on how to improve, and continue until perceived improvement is achieved.
Area of Science:
- Organizational Behavior
- Leadership Development
- Executive Coaching
Background:
- Traditional executive coaching often focuses on individual self-reflection.
- The abstract highlights a paradigm shift towards leveraging peer and subordinate feedback for leadership growth.
- This approach challenges the notion of the coach as the sole catalyst for change.
Discussion:
- The core principle is that genuine behavioral change is validated by those who observe and interact with the leader daily.
- Shifting focus from past grievances to future improvements is crucial for effective feedback.
- The ultimate measure of success is the perception of behavioral improvement by the leader's team.
Key Insights:
- Peer feedback is a powerful, often underutilized, tool for leadership development.
- Proactive solicitation of constructive criticism accelerates behavioral adaptation.
- Achieving behavioral change is contingent on external validation from one's professional network.
Outlook:
- Future leadership development programs may integrate more robust peer-feedback mechanisms.
- This methodology could enhance team dynamics and organizational performance.
- The concept encourages a continuous improvement culture driven by collective input.