A Quote by Adena Friedman

Listen to clients, employees, and peers and stay open to their ideas, feedback, and answers. Doing so is vital to the success of any leader. — © Adena Friedman
Listen to clients, employees, and peers and stay open to their ideas, feedback, and answers. Doing so is vital to the success of any leader.
The fact is, employees cannot make breakthroughs if they can't openly and honestly disagree with their peers and their leader. Indeed, great leaders don't just permit conflict; they actively try to elicit it from reluctant employees as well.
In times of uncertainty, employees crave clarity. As a leader, you won't always have all of the answers - no one expects you to - so you must be open to listening and learning from others. Once you understand a particular challenge and outline the options, you have to be confident in making bold and optimistic decisions.
There is no quicker way to earn respect as a leader than being slow to speak. It is called listening and it plays a big role in what I call “The Law of Connection.” How will you know what is important to people unless you ask and listen to the answers? If you prove to be a leader who solicits feedback and pays attention to what’s being said, then you will earn your connection and your followers will respect the guidance you give.
If you don't stay very close to clients and employees you're going to make the wrong decisions.
I could hunker down by myself and listen closely to mixes, but then to be able to have a sounding board of peers to get advice and feedback.
It is vital that the World Bank Group continually challenges itself to refresh our development thinking. It is vital that a modernized multilateralism be open to new ideas.
When I play with people, one of the first rules is to listen. Just by the near fact that you listen and you're open to listening, or you're listening and you're open to what this other person is doing. Also you going to be open to what you're doing and you're not going to have it like 'planned out'.
One of the best paradoxes of leadership is a leader's need to be both stubborn and open-minded. A leader must insist on sticking to the vision and stay on course to the destination. But he must be open-minded during the process.
The answers to all a startup's challenges are out there. By setting up the right mechanisms for gathering feedback, the road to success can be a less bumpy ride.
There's nothing like getting feedback that's positive and supportive. That's what I'm all about. I'm really just genuinely doing good music. I'm not looking to be on the cover of magazines and I'm not in it for the fame. I'm not in it for selling or the biggest Pop song in the world. I have to go for critically acclaimed. I'd rather go for my peers that I look up to say "I listen to her record." I'd rather do a small little touring venue that has two people who support me as opposed to thousands of people. I mean if it happens, it happens but I'm doing it for me.
We can't wait until elections to fight for what we care about. We can't hope for a benevolent leader who may choose to listen to us. We need a network that lets the best ideas and leaders rise to the top through an open, inclusive democratic process.
As a leader, it is often better to ask the right questions and listen than to have all the answers.
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.
In the name of friendship you should make sure your door is always open to listen. Don't feel you need to provide unsolicited possible solutions, answers or even ideas. Listening without judgment and offering assistance when asked should be enough. That's friendship's high calling.
Get a feedback loop and listen to it... When people give you feedback, cherish it and use it.
Leaders set the tone for their peers. Peers look up to them and say, 'They're doing it, so I'm doing it.'
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