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Related Experiment Videos

Behave yourself. Interview by Gardiner Morse.

Marshall Goldsmith

    Harvard Business Review
    |October 23, 2002
    PubMed
    Summary
    This summary is machine-generated.

    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.

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    How not to lose the top job.

    Harvard business reviewยท2009
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    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.

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  • 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.