Ashley – Square Peg Solutions

Quantity vs quality in Conversations: Knowing the Difference

By Ashley | August 4, 2023

How long has it been since you’ve had a really good conversation? One that you walked away from saying, “I feel good. Not just about me, or the person I was just talking to, but in general. Maybe even about my work, my life”? Most conversations are passing, fleeting words that may not really be sinking in, as the majority of our messages are not even received correctly. For example, research says that at least 55% of messages sent by text that use an emoji are perceived incorrectly. How do we manage to have so many conversations – and not say anything at all?

What drives us to have an actually good conversation?

I’ll ask the question in a different way – what drives us not to have a conversation like that? How many of the conversations that you typically have in the day do you feel you didn’t get the message across, you are wary of the results, or , maybe even worst of all, you got nothing out of it at all? You’re indifferent to the entire conversation (and maybe the person too)?

This is a “quantity vs quality” conversation argument. Many people go through their daily conversations with somewhat reckless abandon. “I need to get this across, I don’t know or really care what the other person is thinking”. Or they don’t even have the conversation at all. I will honestly admit, I also do this at times… I enjoy talking, having conversation, both talking and hearing what others have to say. I’m curious. I want to know more. Sometimes, however, I barely ask the question and the other person has started to respond when I’m already ready to move on to the next question (whether I’m bored with the answer already, or think I know what they are going to say… honestly probably a bit of both). This is a situation of quantity conversation but no quality time in the conversation.

Another example – what about people you spend a LOT of time with – peers or employees at work, those you live with at home – and you barely spend a few minutes really talking to them each day? You may spend 2-3 hours with them (in a meeting, in the living room, etc) – and yet you are on your computer, your phone, and you really only co-exist nearby. You have no idea what’s really going on because you actually don’t even say enough to them. You have quantity time in the room, but no quality conversations.

Why do we do this? Perhaps it is because we:

get used to our routines
don’t think we have much to say
think we’ve said it all
have stopped investing in the relationship

The last one is the big one. As time goes on, we forget how important those relationships are, and let them just… carry on without us. When is the last time you’ve had a genuine conversation with your boss on where you really want to go, what you want to do in your role, your career or for the team? When is the last time you’ve had a 30-minute direct and uninterrupted conversation with your best friend, spouse, boyfriend, girlfriend, sibling, parent?

Relationships are like plants: you can’t just water it once and be done. Just because you’re together (in the relationship, in the company) doesn’t mean your connection is fine. It takes effort. It takes constant quality conversation to maintain that relationship.

Your homework is this. Pick 2-3 people that you have important relationships with (as suggested above) and have at least a 30 min quality conversation with them in the next week. See how it feels. And then do it again. Start making it a habit to have more quality conversations. You’ll see the difference immediately.

On a High Note: Start every meeting with a Success Story

By Ashley | May 17, 2023

Quick… how many meetings do you attend in a week? A dozen? More? How many meetings are you the leader?

How do those meetings typically get started? Do you dive right into the meeting work? Do you review an agenda? Does the meeting start 5 minutes late, then just rush through the meeting action items?

Meetings are constant. Some may say they are a necessary evil, but regardless of your viewpoint, they aren’t going away. How many of them do you walk away from a meeting not any better than when you started? How many meetings did you start, wishing any piece of this meeting could be positive, no matter how big or small?

You’re not alone. More than 70% of meetings are considered to be ineffective, poorly run or inefficient. Although I can’t give unsolicited advice here on how to improve your meeting, I will give a quick, simple tip on improving it from the beginning:

Start every meeting with a Success Story
Think about it. You have meeting items you must accomplish. Some may be serious. Some conversations may be intense. Why not start on a high note? Starting with a success story allows a way for you to 1) transition from whatever you were doing before (another meeting, another task etc) and 2) reset your expectations in a positive way.

How do you do it?: Lead the group and ask “Who has a success story for us today?” – the first few times you do this, you may have to set expectations. Let people know that no story is too small, and (at your choice) it can be personal or professional. Some worry allowing personal stories (for instances, my son won his first soccer game) may deviate from the importance of the meeting, however, this typically is not the case. People WANT to feel good about what they are doing – getting people in the right mindset – even if it’s about an item not related to the topic of the meeting, which will do that.

Be prepared with a few of your own stories to get people started. Did someone on the team lead a call and was better than average? Did someone else share an accolade about a milestone you reached? Did a product just launch? Is something about to happen, but there’s hype (or hope!) around its results? Did you finally finish moving out of a storage unit? Cook your first loaf of bread from scratch?

Try it out. It may feel awkward at first but eventually it becomes ingrained in the meeting. Starting the meeting off on a positive note helps anchor the team to move forward through the agenda in a better mindset… perhaps, even with a smile on their faces. 😊

Own Your Today – and What About Tomorrow?

By Ashley | January 25, 2023

Last week, I had the privilege of turning over my command in the US Navy to my successor. I have been in charge of a 50+ sailor reserve LCS (Littoral Combat Ship) Maintenance Unit for the last 2 years, and at my Change of Command, I gave the following speech. I challenge you to think about how you’re owning your today – and challenge all of us to review our concerns for tomorrow. Instead, adopt the mantra as suggested here by President Roosevelt, “How Exciting”.

Change of Command Speech – January 22, 2023

Commander Prisant

When I started my command two years ago in 2021, how many of you were here?

Not many. When I started, this unit was called the LCS SUW Mayport. Now we are the mighty LCS Met Det C (Maintenance Detachment Charlie) Tampa. But more on that later.

What does it mean to own your today? Well, I’ll be honest, the original expression is not my own. Ever heard of Charles Schwab? Their motto is “Own Your Tomorrow”. I believe it comes from the idea that YOU are responsible for what happens in YOUR future (in this case, for retirement, etc).

Owning your today does not mean life is perfect and that you should see everything through rose colored glasses. It means you recognize where you are today – and you take it with you. Don’t let someone else own YOUR today. Don’t let them take it from you. Own yours. How will you do it? How will you take it to your tomorrow?

Owning your today means taking charge of what’s yours. Full Stop. You have the opportunity to do what you’re doing. Right. Now. Whether it’s leading a division as a First Class PO or learning the Fire main System on an LCS – YOU get to do those things. Maybe your personal life isn’t 100% of what you want. But you have elements that you built, friend or family that you appreciate and choose to continue to develop those relationships. It’s a sailor in this unit that’s going to school, managing a family and trying to get advanced because he knows he should at least try. And he succeeded.

Maybe you’re not in the place where you want to be in your civilian job – but you do have a job that you have attained in some way. It’s a sailor that took on the Det C leadership role even though her civilian job was just starting, and she didn’t even know if she could manage both – and she did.

That’s your start point. You take it from there. You own your today.

As many of you know, I tend to teach from experiences, and this is no exception. The unit was very different at the beginning. I was different. That first year was hard. There was a lot of learning, of growth, and yes, a lot of pain in the ass. I will admit that I struggled. There were broken processes and rules being broken on a regular basis. I wanted to blame someone. I wanted to push it on the previous command. On “it’s not me… so why do I have to deal with it”? When things are difficult, our first instinct is to play the blame game – “it’s not fair”, “who came up with this process?”

And then I realized – that doesn’t matter what others did before me. It matters what I do now. Maybe I didn’t get the perfect place to start. The place I wanted to start. But I did get a place to start – my place to start – and that was saying something. I got the opportunity to make this my own – to make an impact and make the change. Saying “it’s not fair” or someone else has it better than me gets me nowhere. This was my opportunity, and I was going to take it. I was going to own my today.

How will you own your today? How will you take charge of what is yours, right now?

As for your tomorrow – I know many of you can’t even bear to think of a Det C without CDR Prisant (I know, I know) – but for those that may wonder what to do next or may be worried about the chance you may take, I leave you with this little story.

Anyone ever watch the movie “Night at the Museum” with Ben Stiller? At the end of the 2nd movie, he realizes his time as a museum guard is coming to a close, and he’s visibly nervous about what tomorrow will bring. He says worriedly to Robin Williams, playing museum statue President Roosevelt, “I don’t know what I’m going to do tomorrow”. Robin Williams replies with a smile and a twinkle in his eyes “How exciting”.

So thank you. To each and every one of my sailors in MET DET C. I don’t know what I’m going to do tomorrow and maybe you don’t know either.

How exciting.

Own your Today

By Ashley | December 5, 2022

I will say this in advance – this is not a plug for Charles Schwab, but I have to say I do like the company’s motto, Own your tomorrow. They are an investment company that makes their living on helping others get to their financial goals – typically in the distant future. The motto is strong because it empowers the customers to think they own a part of their future, their “destiny,” if you will. That not everything is left to chance – you can take ownership.

With the current events as they are these day, I would like to respectfully build on Schwab’s motto a little and say Own your Today.

There is a lot going on in the world: inflation, layoffs, and a dozen eggs that cost $6. We continue to be challenged in a variety of ways. However, you are not a victim. You are not subject to the fates of the world. You do have the ability to own what happens to you.

For example, let us say you are laid off because of job reductions. It has happened to many in the recent months. You could be a victim and say “Woe is me” … or you take it as an opportunity to do something better or maybe something you want to do. I have a former student that this recently happened. She could go on LinkedIn and complain and beg for anyone to connect her, to help her find something since she is a victim of circumstance. She has not done that. She has taken it upon herself not only to share her viewpoint and her challenges as she moves forward and look for “what’s next,” but to challenge others to improve themselves as well.

It could be a promotion you did not get. A fight with someone you are close to that you did not start. That what got you here, that you worked so hard to get or did not get you there, or someone in your life that just has it easier than you. It does not matter.

No one can make you feel inferior without your permission. Eleanor Roosevelt said that. Take her words to heart and take a chance by Owning your Today. Don’t wait – no one else can own your today – but you.

Let go now: The Power of a Non-Virtual Experience, aka ’Put the Electronics Down’

By Ashley | October 11, 2022

When is the last time you went an hour without any electronics? Not counting the obvious (sleeping, driving, etc) – that you SHOULDN’T be texting… Could you do it for a day?

If you cannot, you’re not alone. Nearly 50% of All Americans say they can’t go without their cell phone, and that includes people that don’t even have them, like small kids, older adults, or people that realize there’s more to life than a phone!. There is now new words in the dictionary – like “phubbing” (basically snubbing someone by being on your phone, instead of talking to them) and the emergence of cell phone addictions – as well as ways to fix those addictions.

We are losing touch with touch itself! As a leader or a manager – how often do you use IM (instant messenger) or an email to say what you just don’t (or can’t) say? As an employee – how often do you “project” yourself by firing off an email to a co-worker instead of having a face to face (or Zoom to Zoom)?

This month – When you get ready to open your phone – I challenge you to 3 questions by Kevin Roose, New York Times columnist. If you can’t CLEARLY articulate an answer, then I challenge you to PUT the phone down and make a tally of every time you chose yourself, your team, family, friends – your Non-Virtual Experience – over the latest Twitter feed, email update, or FB trend.

What for?
Why now?
What else?

You may just learn something.

You may just see something you haven’t seen before (and wouldn’t if you were looking down).

And before you know it, you may just be a bit happier & a bit less stressed.

Try it.

Turning Leadership Challenges into Questions … and lose Control

By Ashley | August 31, 2022

Lose Control? Should you want to do that as a leader? Should you ever just “let go” of the reigns, and give control to the people? Won’t they just run amok and act out scenes from the Caine Mutiny if that’s the case?

I had the benefit of listening to Dr. George Kohlrieser, organizational and clinical psychologist and Professor of Leadership and Organizational Behavior at the International Institute for Management Development (IMD) in Switzerland and former hostage negotiator, in the last week. He recounted a variety of stories that talked to working through challenges in the most daring of situations and a few things stuck out for me.

He talked about working with a kidnapper in a hostage situation that was very particular about his needs and refused to listen to anyone. Dr. Kohlreiser began asking him a series of questions – do you want to stay on the floor you are on to talk with others around, or go to another floor? Would you like to use the phone or a video camera to call? He continued to ask questions of the kidnapper, even to the point where he knew he would be arrested, “Would you like to be handcuffed in the front or the back?” and “Do you want someone to walk you out, or do you want to do it on your own”?

Even under these terms (and I’m leaving out some for brevity!), knowing the kidnapper had done egregious things, Dr. Kohlreiser gave him control of the situation, or perceived control. Did Dr. K really care which way the handcuffs sat? No, he just wanted them on the kidnapper. However, in giving the kidnapper the questions, the power, and the perceived control – he built trust with him, a rapport – and empowered the kidnapper to answer the questions, and go willingly with what Dr. K wanted him to do.

How does this apply to your leadership? Next time you have a challenge on your hands – or you don’t know how to answer someone asking how to move forward on a situation or project – ASK QUESTIONS. Give them the POWER OF CHOICE. The questions don’t have to be hard, or particularly impactful – but by allowing them to control their own direction, you will help them move closer to the course you’ve charted for you both.

The Caine Mutiny: A Novel of World War II

Additional information: Dr. George Kohlrieser created and directs the International Institute for Management Development (IMD)’s flagship High Performance Leadership (HPL) program. He is also the author of the award-winning bestseller Hostage at The Table: How Leaders Can Overcome Conflict, Influence Others and Raise Performance and Care to Dare: Unleashing Astonishing Potential Through Secure Base Leadership. George has been a guest on the BBC, CNN, ABC and CBS, and his work has been featured in the WSJ, the NYT, and the Economist.

Hold the Flashlight – Showing the (simple) spectrum of leadership

By Ashley | August 15, 2022

Open up any business book or magazine and you’ll find it. Elusiveness is its main descriptor for those that are trying to succeed in it consistently. And anyone good in business has definitely done it wrong because you just can’t get them all right, all the time.

It’s the Simple Spectrum of Leadership

Leadership is the art of influencing another person. It doesn’t mean that you actually are the boss or manager, but means that you have the ability to influence another person to do what you want (whether or not they wanted to do it in the first place is somewhat irrelevant). The reason that leading is hard is because of the spectrum of leadership – the fact that every person is different- with different goals, focuses, experiences and motivations. You being the manager of me would require a different style to be successful than me being the manager of you. We have different personalities, places in life and desires.

So How Do We Navigate the Spectrum?

Over upcoming articles, we’ll explore some of the key elements that will not tell you how to “do leadership” (although many out there try to say it’s just following step 1-2-3) but it will give you ideas on how to approach best courses of action based on certain criteria (such as your personality, the others’ personalities, motivations, goals, projects, etc).

Today, It’s About Holding the Flashlight

When I was an Ensign in the Navy, a brand-new officer who barely knew how to put on my rank correctly, I was assigned to be the Gunnery Officer on a destroyer. I was (on paper) in charge of the 5” gun on the front of the ship. (Side note – do not let the 5” mislead you into thinking it’s a small weapon; it is quite large, shoots very large bullets and makes a whole lot of noise!). I did not know how to fix the gun. Heck, I didn’t even know how to operate the gun. That’s what my Gunner’s Mates and Fire Controlman did.

One night, right before a major gun shoot exercise – the gun went down. Hard. It was a major inspection and we had to get it going. So, it was all hands on deck. Everyone worked through the night to get the gun repaired. But… although I was the one in charge, I could do nothing. I literally had no ability to fix that gun. So – I could have gone to bed. It would be great to have the Gunnery Officer well rested before the precision gun shoot in the morning. Maybe it’s what I should have done.

But I didn’t.

Instead, I went to where my sailors were, and stood there. I held the flashlight as they needed it…as they troubleshooted and fixed various parts of the gun. I talked to them when they got tired, listened to their stories, listened as they bantered back and forth. At the time, I didn’t realize that my presence there did anything – I didn’t do anything. I just held the flashlight.

But in the morning, when the gun was fixed, and the Gun Shoot & Inspection went off as planned, my senior enlisted Chief Petty Officer came to me and told me how much I did for my team, and how my being there helped make that day a success. Shocked, I asked the question – “What did I do?”. He said that I led by example. It didn’t matter that I couldn’t fix the gun or find the right tool. It matter that my team, my sailors, knew I was there for them. And would back them up. That meant much more than just fixing the problem.

So…. I challenge you. How do you “hold the flashlight” for your team? Where do they need to know that you’re just there… supporting them … even if it’s from the background?

Pulling the andon: How to have a 1 on 1 …… The 5 steps to success – whether you’re the boss or not

By Ashley | June 26, 2019

How do I have a solid, productive 1×1 (one on one – typically a meeting between a leader and his/her employee)?

What does a good 1×1 looks like?

How do I have a good 1×1 with my boss even though it’s obvious they don’t know how to have a productive one?

In the last few weeks, I have been asked by different people – both managers and employees – enough times that I took a moment to step back. In the operations world, after recognizing an error in a system, an “andon”, or an alert to notify of a problem in the system, is pulled. It’s a way to go “all stop” when something that is important to the department’s function isn’t working. The system is stopped until the problem has been fixed.

It’s time to pull the andon. 1×1’s are vital to individual success à therefore … they are even more so to the department and organization.

Why have a 1×1?

It’s communication, stupid – How do you know if you don’t ask and they don’t tell you?
Get on the same page – It is guaranteed you aren’t – you’re not the same person; you have different perspectives. You must continuously ask/ tell to bridge those gaps.
Never be surprised – What’s the status of the 3 goals that were assigned 3 months ago? Don’t be surprised – use the 1×1’s to talk about development and roadblocks.
You have no idea how far you can go – In this case, the “you” is plural. You and he/she do not know how much can be done unless you talk through objectives, issues, problems. Your job is not static.
Get to know them – Last, but certainly not least. Connections will get you everywhere. Find something that you and he/ she have in common. Learn about what they enjoy – family, hobbies, work.

Leaders: How do you effectively run a 1×1?

Have a plan – This should be agreed on.. they should know what to expect. Create 3-5 bullet items that you will cover. Questions to ask: What do you struggle with? Can you elaborate further?
Stick to it – Once you set the agenda, do as you say – don’t move around a lot – your employee expects that. You can be flexible once your topics have been discussed but don’t go down a rabbit hole unless you believe it will get back to one of the reasons you’re having the 1×1. This manages expectations – not to mention, your very limited time.
Shut up and listen. Build Trust. – Unless you have a photographic memory, take notes. You’ll want something to revisit during the next 1×1. Did they work on what they said they would? Did you? Ask the question, “To make sure I understand, you are (working on/ struggling with) XYZ?”
Don’t talk about work – The 1×1 is not a time to get a report out or an update from the employee. The 1×1 is ABOUT them. If they decide they want to bring up a specific project as it relates to your agreed upon plan, allow it to happen… be ok to be candid with them if they are going off topic – especially if you’re on a time limit (and you are!)
Stick to the time limit – Respect their time – and yours. If it’s 30 mins – don’t go over. If you need more time, discuss WHY you need more time – is a 1×1 the best format for the additional need? Or would an email or a discussion with another individual on a specific topic more beneficial? Close with a solid “I look forward to seeing XYZ from you by tomorrow” or “I appreciate you telling me ABC, and will get back to you by Friday”

How do you lead the 1×1 – if you’re not the leader?

Have a plan … but be flexible – your boss should have an agenda. If he/she doesn’t – be ok to listen to points beyond what you want to discuss. One of them could relate to a goal that you want to focus on later… you just have to be patient and wait a little.
See it from the boss’ point of view – Do you know what other objectives or goals is in front of him/ her – what’s on their priority list? What’s important right now to his/ her boss?
Talk…. And listen – What’s being said? What’s NOT being said? Look beyond what he/she is saying. How is it being said? What is the reaction to what you’re saying? Be able to recognize different in emotions & moods – you may not want to bring up a certain point if you can recognize your boss doesn’t have the mindset to listen because he/she is overwhelmed that day.
Focus – This 1×1 has a timeline. Stick to the plan. Don’t feel you’re supposed to be proving yourself through the 1×1. It’s about your development, your career, your path to your goals. Stay on it.
Follow up – Whatever is discussed – take notes. Keep up with them… send a f/u email to your manager – “this is what we talked about… this is what I will be working on… this is what you said you would do/ help with…” – and date. This is a record and tracker – to keep you both honest!

1×1’s are a powerful tool to bridge the gap between manager and employee. It’s an ongoing process, and both sides should continue working on it to get the best results.

Discussion: What has worked for you? What hasn’t?

Nightmare Teams: Four ways to prevent your department from being the next Game of Thrones

By Ashley | May 23, 2019

In a discussion with my leadership class this semester, a topic of “Nightmare Teams” emerged, and faster than a Targaryen dragon looking for his next meal, a list of terrible team members emerged:

How many of these have you seen on your team? By identifying these characters on your team, you can start to understand the best methods for bringing them back in the direction you’ve set:

Egotist – Arrogant – believes he/she is the smartest person in the group and is open with that opinion, closed to other perspectives – disrespectful
Polarizer – actions or behaviors create factions or divisions among team members – social destructor
Soloist – constantly jockeying for center stage, self-centered – takes full credit for team success but no responsibility for failure, displays a ‘better alone than together’ attitude
Pyromaniac – starts fires (problems) so that he/she can put them out (solve)
Saboteur – disingenuous, disloyal, untrustworthy – disrupter who works against the team’s success
Free-rider – team hitchhiker, not here to contribute, just along for the ride
Undertaker – gets results but leaves behind lots of collateral damage in the process
Ostrich – low tolerance to stress or ambiguity – buries head in the sand at the first sign of trouble (propensity to duck and run)
Distractor – personified speedbump – chronically disrupts progress with unfounded or pointless sidetracks – counterproductive obstacle (roadblock)
Catfish – morally or ethically compromised – actions reflect/discredits the integrity of the whole team

What happens if you experience multiples of these – at the same time. Here are 4 specific actions to attack your nightmare dragons now:

Communication – this is the #1 reason, time and again, that people turn into a version of Cersei, or your own nightmare. How well do you know your own communication style? How well do you know others? Do they match?
Delegation – is there a chance that your employees don’t have enough to do – or don’t feel they have the recognition they deserve? How well are you able to give them the things they need to feel empowered & part of the group?
Conflict – will happen. Actually – conflict is good – it means that you’re challenging yourself, and the status quo. However, with your team members, and left unchecked, it can become worse than a night with the Night King, and a place you wish you had another place to run. What is your primary conflict style? How do you best manage the situation? Find out here.
Motivation – The root of every person. It’s why we do what we do – and it can go well beyond Maslow’s pyramid. Do you know what motivates your team – or on the flipside – what doesn’t motivate them? How do you harness their motivation to move in the same direction – instead of the opposite?

Note: Special thanks to @Arnold Kaluza & @Rob Saunders who created the original discussion on this topics!! If you want to join us in future projects, please Like and send a PM.

Want more? Learn how to slay all these dragons with Leadership 9 Box skills within 1 month

Born or made: Three areas of leadership you don’t have

By Ashley | March 6, 2019

Summary: Learn 3 areas of leadership that you are probably not aware of and should improve

Where are you challenged, personally, as a leader? Do you (accurately) know the areas that you can improve on as a leader?

Good leaders recognize there is always room for improvement, and learning skills is a key part. They know they are not infallible and should continue learning to improve their breadth of experiences. To admit you are still learning is not a fault – it’s a desirable trait that strong, confident leaders such as Bill Gates and many other CEO’s admit freely.

So… if we all agree that we should learn as leaders – how do you do it?

In school? Perhaps … but at best, you can only be taught leadership – you can’t learn or absorb it that way. You have to experience it. There’s no feedback loop – until you practice it.

In OJT – on the job training? Yes – this can be done – if you have the time, and the other individual training you have the experience to develop those skills you need.

In online training? If you don’t have time, this is the fastest and most flexible track to boost only the leadership skills you need to improve on the job. This is a short circuit way to download information quickly.

Or do you? Do you know what areas your leadership abilities are the strongest – or they areas that need work? How do you know you really know it?

Henry Mintzberg developed 3 areas of leadership that many people overlook:

Administrative – the ability to lead through management of tasks and duties
Interpersonal – the ability to lead through interacting with others
Conceptual – the ability to lead through vision and insight

Managerial Roles: Interpersonal, Decisional, Informational. Ashley Prisant

In general, many leaders overlook their skills in these areas because they see their skills as a whole – or believe that leaders are made – and you’re built with the skills you have. Or.. they feel they have been “trained” without demonstrating their abilities. Perhaps it’s to themselves as leaders or others, and they falsely believe they have leadership skills they don’t. They end up falling grossly short – resulting in missed goals, missed opportunities, and failing employees.

Ok… so this is great in theory (literally) – but how do you practice? How do you – or your managers – know – you understand these concepts?

Developing your skills is an ongoing process. You can do it on your own time – but the importance is getting it done. Leadership 9 Box helps develop your skills AND give you the feedback in the most important leadership skills – such as conflict management, motivation, innovation, communication and delegation. You get immediate feedback and are guaranteed to improve your skills because you build on the experiences you have, with the knowledge you build.
Get a mentor – or 2. Reach out and get feedback on the skills you need to develop – and listen. Feedback is the best form of flattery. Good leaders value feedback as a way to learn and improve – both themselves and their team.
This week – aim to get feedback from 3 different sources about a specific leadership skill (such as communication, delegation or conflict) and reflect on their differences or similarities. How can you build on what you’ve learned?

Get exclusive pre-release access to our upcoming Leadership 9 Box online leadership and training – create your FREE account in the next week and get 3 free leadership assessments and access to 3 courses, activities & discussions with Leadership SME’s (subject matter experts)

Published on LinkedIn

Operations Strategy & Implementation

Leadership Optimization

Author: Ashley