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Many leaders feel that they are doing a great job. The problem is, their employees don’t always have the opportunity to give honest feedback. If leaders are already confident they are doing a good job, how can they continually improve?
While there is nothing wrong with giving yourself credit when credit is due, do you actually know what the people around you think of your performance? Many leaders become so focused on completing tasks and meeting deadlines that they miss the problems and complaints of those that work for them.
Being able to incorporate feedback is a useful skill for improving overall success. But there has to be an opportunity for others to leave honest, valid, constructive feedback. Developing your leadership skills requires more than just a narrow-minded focus on task completion. For maximum growth potential, neuroscience tells us that you need to know what your strengths (prefrontal cortex functions that do well) and your weaknesses (limbic behaviors that lead to fight, flight or freeze) are.
Many studies have focused on what destructive leadership can do to an organisation. Research has shown that workers are happier when they exhibit positive attitudes towards the leader and that destructive leadership can lead to resistance and counterproductive work behaviour. The most harmful consequences were observed when employees had negative attitudes towards their leader (Schyns, 2013).
To have real integration between your mind, body, and emotions, you must first make sure that you are ready to adopt some changes. One of these changes is to get rid of the idea that some leadership skills are ‘hard’ skills, such as finance, accounting and project management or ‘soft’ skills such as self-reflection, emotional intelligence, and feedback. There’s no difference in the importance of these skills--a good leader needs them all.
I like to listen. I have learned a great deal from listening carefully. Most people never listen.
The can give you the knowledge to become a self-sustaining learner, ready to deal with problems of increasing complexity. A feedback performance is included, which examines your performance, collaboration, innovation and agility from all aspects of your life, including family and friends.
Feedback has to be more than a one-time, yes and no answer session. An assessment that will provide valid input in this Imagination Age must meet strict criteria. It must be relevant to the 21st Century business climate and global, diverse business practices. Feedback should also focus on strengths, and offer solutions that can be customised to the needs of individuals and teams.
Receiving feedback doesn’t have to be scary or intimidating. Instead, try to look at it as a means to improve your performance, and to increase integration between your body and brain. Find out what your employees appreciate and what could stand some work. Your employees will be happier and more inclined to creativity and innovation when you create an office environment that is open to feedback and interactions.
Schyns, B.Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. Leadership Quarterly, 24, 138-158.p;
Founder & CEO
About my Brain Institute
Scientist, educator, author, speaker, coach, award-winning leadership specialist, filmmaker and creator of the i4 Neuroleader Model & Methodology.
Silvia's scientific background and curiosity about the human brain led her to a decade long journey of research into optimal brain functioning and the application of neuroscience in leadership and daily life. Her past and current roles have uniquely prepared her for the current undertaking, that of leadership activist & change agent.
Silvia Damiano founded The About my Brain Institute in 2009, with the purpose of democratising leadership & neuroscience. She has a passionately held belief, that leaders in our 21st century global economy and their organisations must radically change long-held ideas of what constitutes effective leadership
In her ground-breaking books ‘Leadership is Upside Down’, ‘Brain-Friendly Leadership’ and the 2018 documentary ‘Make Me A Leader’, Silvia provides both compelling evidence and explores the importance of leadership in our personal and professional lives and what it takes to develop the human behind the leader.
Silvia has worked in different countries, across many industries, helping teams and organisations improve business performance. Silvia’s clients have described her as a passionate, dynamic, a highly experienced speaker and master facilitator on the topics of Emotional Intelligence, Cultural Change, Neuroleadership & Engagement.
Silvia is passionate about leaving a legacy of well-rounded leaders who can act and decide in a way that better serves humanity. Her clients include Microsoft, Australian Stock Exchange, NSW Government, VISA, Fuji Xerox and Manpower amongst many other global companies.