Field notes
Field Notes
Our daily Field Notes email is just the kind of jumpstart you need. A fast read. Maybe less than a minute. Because sometimes it just takes one insight to change the trajectory of the day.
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Leaders naturally single out those team members whose contributions stand out. Those who take charge, operate with initiative, and drive assignments forward get the bulk of the praise and recognition from leaders. It only makes sense to focus on those out in front and who make things go. But great leaders don’t forget about the team members who operate in the background.
Feedback can be carried by an infinite number of styles and expressions. People can be direct or indirect, specific or general, or focused on the past or present when they offer feedback. The goal is the same — to influence another person's behavior. Sometimes, the less direct approach lessens the odds that the other party will get defensive or find the criticism insulting or inappropriate. This is especially the case when giving feedback to someone with more status or power, such as a leader. That’s why questions are a powerful tool for delivering feedback indirectly and without the sting of criticism.
Good leaders often believe more in their team members than they believe in themselves. That’s because exceptional leaders choose to see people in terms of their potential. By observing the skills and talents they bring to their work and their interaction with their colleagues, good leaders develop a view of what they are capable of. They know that those team members who show strong initiative, volunteer for tough assignments, generate original ideas, and have a deep commitment to learning can do anything they set their mind to. So, they act as a catalyst, pushing them to erase their perceived doubts and think about what is possible.
