Feedback in a Fragile World. In today’s conversation Judith Germain speaks to Jeff Hancher about leadership, feedback, and his new book “Firm Feedback in a Fragile World”. Jeff explains the difference between firm, assertive leadership and aggressive or passive leadership styles. He uses the analogy of a speed limit sign to illustrate how firm leaders set clear expectations, provide training, and hold people accountable in a caring way.
You can listen to Episode 478 on any of the popular podcast platforms or apps (including Spotify, and Audible). If you prefer to listen to your browser you can do that below. Enjoy!
Key Takeaways
- Firm feedback is crucial for healthy leadership and organisational culture, but many leaders avoid it due to fear (FEAR: Fallout, Emotion, Amateur, Retaliation)
- Effective feedback requires earning the right through building relationships and making “deposits” before making “withdrawals”
- Leaders should aim to be firm (assertive) rather than aggressive or passive, setting clear expectations with accountability
- Self-study and continuous learning are essential for leadership development beyond organisational training
Topics
Jeff’s Background and Leadership Journey
- Grew up in poverty, joined US Army after high school
- Started as truck driver at Cintas Uniform Company, rose to senior leadership over 25-year career
- Left in 2019 to start own company focused on leadership development
- Credits success to having great leaders who believed in his potential
The Importance of Feedback in Leadership
- Healthy culture requires healthy leadership, which requires healthy feedback
- 65% of leaders think they give effective feedback, but only 21% of subordinates agree
- Frequent, informal feedback is more effective than annual performance reviews
- Feedback should be viewed as tools in a toolbelt – collaborative, supportive, and directive
Firm Feedback Framework
- Set clear, reasonable expectations
- Provide adequate training to meet expectations
- Hold people accountable through tough conversations when needed
- Goal is to be a leader people don’t want to let down, not just a boss they report to
Overcoming Feedback Avoidance
- FEAR acronym: Fallout, Emotion, Amateur, Retaliation
- Leaders need confidence and framework to lean into tough conversations
- Understanding different types of feedback and when to use them is key
Building Relationships to Enable Feedback
- Make “deposits” through mentoring, training, and personal investment
- Earn the right to have tough conversations through relationship-building
- Example: Jeff’s leader who invested in him personally and professionally, enabling a pivotal tough conversation after Jeff’s mother passed away
Leadership in a Fragile World
- Political, economic, and social tensions make leadership more challenging
- Creates opportunity for healthy leaders to make biggest impact
- Need for confident, caring leaders who can navigate complexity
In this conversation Judith and Jeff discuss the challenges leaders face in providing meaningful feedback, and the importance of creating a culture where feedback is seen as a gift rather than a threat. They emphasise the need for leaders to earn the right to have tough conversations by building trust and making deposits in their employees’ lives.
Jeff Hancher is a leadership expert, executive coach, and keynote speaker dedicated to helping individuals and organisations reach their fullest potential.
Jeff Hancher’s website is here. You can find her on LinkedIn here.
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