Feedback (and Other Dirty Words): Why We Fear It, How to Fix It
For many of us, feedback is a dirty word that we associate with bias, politics, resentment, and self-doubt. However, feedback shouldn't be a bad thing; it provides valuable opportunities to learn and grow. Chandler and Grealish explain how feedback got such a bad rap and how to minimize the negative physical and emotional responses that can erode trust and shut down communication. They offer an alternative definition of feedback; explore the roles we each play as seeker, extender, and receiver; and introduce the three Fs: making feedback focused, fair, and frequent. You'll also find valuable exercises and strategies, along with real-world examples that illustrate how you can put these ideas into action.
The Sponsor Effect: How to Be a Better Leader by Investing in Others
Sylvia Ann Hewlett
Harvard Business Review Press, 208 pp., $19.49
According to new research from Hewlett, an economist and thought leader, senior executives who sponsor rising talent are 53 percent more likely to be promoted, and middle-level managers who have protégés are 167 percent more likely to get stretch assignments. Well-chosen protégés contribute stellar performance, steadfast loyalty, and capabilities that you, the sponsor, may lack—thus increasing how fast and how far you can go. Combining powerful new data and rich examples drawn from in-depth interviews with leaders from companies such as Unilever, Aetna, and EY, The Sponsor Effect provides a seven-step playbook for how you can become a successful sponsor, as well as locate and develop standout protégés.
