A Quote by Scott Weiss

Most companies don't have a good mechanism to give the CEO real, honest feedback. — © Scott Weiss
Most companies don't have a good mechanism to give the CEO real, honest feedback.
General reader feedback is usually pretty worthless. 99% of people give feedback that is irrelevant, stupid, or just flat out wrong. But that 1% of people who give good feedback are invaluable.
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.
At 25, I made many companies. I was thinking more like a businessman or entrepreneur than a CEO. I created many companies, small companies, medium companies. I tried to be involved in many kinds of activities, in finance, in real estate, in mining.
Every company has messy data, and even the best of AI companies are not fully satisfied with their data. If you have data, it is probably a good idea to get an AI team to have a look at it and give feedback. This can develop into a positive feedback loop for both the IT and AI teams in any company.
The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
Real-time feedback and coaching promotes learning. When feedback is connected to compensation, feedback is muted, distorted, and given less frequently.
Another thing I've observed is how critical the role of the CEO is when a technology truly is disruptive. In looking back on companies that have successfully launched independent disruptive business units, the CEO always had a foot in both camps. Never have they succeeded when they spin something off in order to get it off the CEO's agenda. The CEOs that did this had extraordinary personal self-confidence, and almost always they were the founders of the companies.
If you get honest feedback and do nothing about it, then the feedback will stop.
One of the big failures for the big auto companies is that even the CEO and the top management often don't understand design and manufacturing. As a CEO, you have to make decisions; you need to have knowledge.
The feedback women are getting at work is amazingly ineffective or vague. You need to signal to your boss or senior colleagues that you want honest feedback, and that you promise not to take it too personally.
I'm in a different position than most CEO's. I'm a founder. I'm not a hired CEO. Now, I can be fired by the board, but most CEO's are hired by the board.
The IRS says it wants to make sure companies can give their employees a choice between a new cash balance plan and the traditional defined benefit plan. The real question here is whether companies should be required to give their workers that choice.
The keys to success, in business and in life, are truthfulness, the ability to take and give, honest and well-intended feedback, strength of character and conviction in one's principles
In terms of my wife, she obviously is a Monday nighter and doing very well. I watch her, I watch when she's on, and kinda give her feedback when she asks for it and she'll watch when I am on and she'll kinda give me feedback of what she thought was good and bad.
Get a feedback loop and listen to it... When people give you feedback, cherish it and use it.
The more feedback you give to people, the better it is, as long as the feedback is objective and not critical.
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