A Quote by Kenneth Chenault
Regular feedback is one of the hardest things to drive through an organization.
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I think it's possible for me to approach the whole problem with a broader scope.When you look at something through an, an organizational eye, whether it's a, a religious organization, political organization, or a civic organization, if you look at it only through the eye of that organization, you see what the organization wants you to see. But you lose your ability to be objective.
I want to be the band everyone knows that goes hardest. Plays the hardest, parties the hardest, lives the hardest, loves the hardest, does everything the hardest, harder than anybody else.
There are a lot of things that are part of the music business that I'm very bad at. Organization, being on time - the stuff you need in order to function in the regular world.
Leaders cannot work in a vacuum. They may take on larger, seemingly more important roles in an organization, but this does not exclude them from asking for and using feedback. In fact, a leader arguably needs feedback more so than anyone else. It's what helps a leader respond appropriately to events in pursuit of successful outcomes.
The IT organization can't drive or lead a digital transformation. It has to come from the business and the business strategy, because they're fundamental to how a company or an organization evolves.
Real-time feedback and coaching promotes learning. When feedback is connected to compensation, feedback is muted, distorted, and given less frequently.
The fastest way to change the feedback culture in an organization is for the leaders to become better receivers.
The most important thing you can learn as CEO- one of the hardest things to do is, you have to discipline yourself to see your company... through the eyes of the people that you're working through. Through the eyes of the employees, through the eyes of your partners... through the eyes of the people who you're not talking to and who are not in the room.
I know firsthand the complexities of leading an enterprise through business and technology transformation. It takes intense focus, a strong drive, and a clearly communicated vision to inspire and take an organization from where they are, to where they need to be - or where they want to go.
One of the difficulties in bringing about change in an organization is that you must do so through the persons who have been most successful in that organization, no matter how faulty the system or the organization is. To such persons, you see, it is the best of all possible organizations, because look who was selected by it ad look who succeeded most in it. Yet, these are the very people through whom we must bring about improvements.
No one reads my books until they're finished because I don't want feedback. It confuses me, and it changes things; if I get too much feedback, I get thrown off my path.
Acquisition of skills requires a regular environment, an adequate opportunity to practice, and rapid and unequivocal feedback about the correctness of thoughts and actions.
We get information in the mail, the regular postal mail, encrypted or not, vet it like a regular news organization, format it - which is sometimes something that's quite hard to do, when you're talking about giant databases of information - release it to the public and then defend ourselves against the inevitable legal and political attacks.
Frankly, the hardest pieces of feedback we got in the U.S. was, 'I would love if more of our friends were on Path. It's hard to get them to join.'
Ask for feedback from people with diverse backgrounds. Each one will tell you one useful thing. If you're at the top of the chain, sometimes people won't give you honest feedback because they're afraid. In this case, disguise yourself, or get feedback from other sources.
Losing my grandmother was one of the hardest things I ever had to go through.
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