Why are the following feedback statements -- one positive, one negative -- not optimal? How could they be improved?

(1) "Great job!"
(2) "You don't value my time"

Click this link to see a quick video and/or to read about "3 Do's and 3 Don'ts" when giving feedback in the context of a 360 degree feedback exercise. Read more >
It is well established that leaders who articulate a vision—a viable, idealized image of the organization’s future – may experience a wide-range of benefits. Studies have found that effective vision articulation relates to (1) organizational performance, (2) follower motivation, (3) more effective group interaction, and (4) satisfaction with both the group and leader. So how do people go about constructing and articulating vision statements? The following post discusses an often-neglected aspect of the vision-formation process: forecasting. Click to learn more about forecasting, why it’s important, and other digestible nuggets from the Leadership Bento Box. image





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George Steinbrenner, the late owner of the New York Yankees, was a deeply-flawed leader who achieved incredible results. Like his team, he is loved and hated. Both for good reasons. In this blog post I discuss his astronomical success in transforming the Yankees from a $10 million team into a billion-dollar global enterprise, as well as his countless charitable acts. But I also share stories that illuminate his dark side, like the time he fired his secretary for not bringing his tuna fish sandwich fast enough, and the time he hired a small-time gambler to dig up dirt on his star player Dave Winfield.

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My last blog post discussed a funeral ceremony conducted by the leaders of NASA to help people let go of the past and embrace the future. The following post explains how a major supermarket chain leveraged its positive past to galvanize a successful new strategic initiative. This case study illustrates how leaders can leverage an organization’s history when leading change. (Click to continue reading) Read more >
Hundreds of scientists, engineers and technicians stood around a table draped in black cloth. Beneath the cloth was a small replica of an old rocket. The ritual, organized by leaders at NASA, symbolized the death of a massive rocket program that lasted almost two decades, but had to be terminated due to the emergence of new technologies. The following blog series discusses the importance of addressing the past when implementing organization change and the danger of resisting. (Click to continue) Read more >
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