If I told you that I had a secret process that could help you reach your leadership dreams would you be interested? I was prompted to write this article after reading a recent survey on leadership development. The survey disclosed that while more and more leaders are participating in coaching and benefiting significantly from this experience, there remains one area where little improvement had been observed. That area is "openness to on-going feedback from employees." There continues to be an unwritten rule that it is ok for a leader to give constructive feedback down the organization, but similar feedback up the organization is taboo. Many of us are familiar with this phenomenon from our own experience with leaders who deflect constructive feedback. I have categorized these individuals into three types:

1. The Elitist

   This individual is heavily invested in an image of invincibility and omniscience. He or she projects a message that is loud and clear, "I have my act together and am not interested in you opinion."

2. The Defensive

   Any criticism, no matter how small, is too much for this individual. The response to criticism is a long-winded explanation as to why the feedback does not apply to him or her.

3. The Stoic

   Whenever this person receives constructive feedback, the reaction is to show no emotion or response. His or her rigid posture and total absence of facial expression deters all but the most courageous from providing feedback.

What's the Price? - The price of being perceived as any of the above three types of leaders can be quite severe. Consider the following examples:

• A product that is destined to fail, is released from R & D because the engineers are hesitant to express doubts about its marketability.

• A medical practice continues to lose patients because nurses refuse to comment on a physician's abrasive personality.

• Employees hide product defects from an intimidating manager, which results in a product recall.

The secret I alluded to in the opening sentence is this --- the only thing keeping you and me from reaching our leadership potential, is the feedback we so desperately need from those around us. So who will take the truth serum? Who will feel comfortable enough to share observations and insights with us and what can we do to ensure that this happens? What can we do to help the medicine go down smoothly? Try the following three steps:

1. Ask for feedback, but not just from anyone.

   Identify people who are capable of giving you feedback in the areas where you need it. Make sure they also have sufficient communications skills to give feedback in a way that is constructive.

2. Don't overreact to bad news.

   I'm reminded of a particularly tough operations manager who was vilified in a one-on-one meeting by his boss after delivering bad news. As people described it, "He left the meeting looking as white as a ghost." When the news of that meeting reached the rank and file, they silently agreed that they would never present bad news to the senior manager, even if it meant coloring the facts.

3. Thank people when they give you feedback.

   Don't debate, explain or argue. Zip it and say "thank you."

You now have the secret to advancing your leadership career. Put a plan together to get on-going feedback on how you are perceived.

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Copyright 2005, Mark J. Campbell. All rights reserved.
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"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."