The Power of Feedback

Many businesses rely on customer feedback to learn what they re doing right and what they re doing wrong. But many companies don t know how to use that feedback to create positive change within the organization. The Power of Feedback presents simple, straightforward principles and steps that make it easy to move the company forward using feedback.

Change is hard. But feedback can be very powerful if the receiver makes the commitment to lasting change. This book provides a road map for turning the feedback we receive into lasting and profound change.

Auteur

JOSEPH R. FOLKMAN is President of Zenger Folkman, a firm that assists individuals and organizations in creating exceptional performance. He is a frequent keynote speaker and conference presenter, a consultant to some of the world's most successful organizations, and the author or coauthor of five other books, including The Extraordinary Leader (with John H. "Jack" Zenger). His research has been published in the Wall Street Journal's National Business Employment Weekly, Training and Development, and Executive Excellence.

Texte du rabat

THE POWER OF FEEDBACK The process of review and feedback is common in most organizations. At one time or another, we will all likely receive feedback on our professional performance. But, unfortunately, most organizations and individuals don't know how to use the feedback they receive to improve their performance. As a result, nothing ever changes. The quality of feedback isn't the problem; it's what we do with it that counts. For business leaders and their organizations, as well as professionals in any industry, listening to and acting on feedback is the best and most effective way to become more competent, capable, and effective. In The Power of Feedback, performance specialist Joseph Folkman presents thirty-five principles that help people and organizations turn feedback into real, effective, and long-term change. He shows you how to determine which feedback instruments will work for you and how to make the best use of their results. Based on his many years consulting with thousands of business leaders and professionals around the world, Folkman shows how highly effective people use feedback differently than the rest of us. Rather than focusing on the negatives feedback reveals, the most effective people focus instead on the positives feedback uncovers. They use feedback to discover their professional strengths, increase their skills, and turn their strengths into long-term advantages. After all, the most successful people don't do everything well; they do a few things very well. That's the true power of feedback. The thirty-five principles in this book are practical tools you can use to maximize the value of the feedback you receive. Together, they'll put you on the right track for positive change, showing you how to understand the feedback you receive, accept it with the proper attitude, prioritize your efforts, and make the long-term changes that lead to real improvement. When you put these principles to work in your professional life or in your organization, you'll discover what a powerful and meaningful gift feedback can be. Whether you're a human resources leader who wants to get the most out of your performance review system or a professional who needs practical help improving your performance, The Power of Feedback will show you the way.

Résumé
Many businesses rely on customer feedback to learn what they're doing right and what they're doing wrong. But many companies don't know how to use that feedback to create positive change within the organization. The Power of Feedback presents simple, straightforward principles and steps that make it easy to move the company forward using feedback.

Contenu

Foreword John H. "Jack" Zenger ix

Acknowledgments xiii

Introduction xv

Chapter 1 Reacting to Feedback 1

Chapter 2 Why Did I Get That Feedback? 17

Chapter 3 Improving Your Ability to Accept Feedback 33

Chapter 4 Why Change? 47

Chapter 5 Deciding What to Change 63

Chapter 6 Fixing Weaknesses or Building Strengths? 83

Chapter 7 Making Change Happen 97

Chapter 8 Making Change Stick 141

Chapter 9 Working Harder or Working Smarter? 167

Afterword 185

Notes 187

Index 191

About the Author 201