High-performance leaders revolutionize their roles by changing the dynamic between leader and follower: Not only do they hold team members accountable for results, but they themselves expect to be held accountable by team members.
Being held accountable requires a thick skin and brave employees willing to offer honest feedback.
Depersonalizing feedback was a problem for Roy Anise, former vice president and general manager of Chrysalis Technologies, a division of Philip Morris. The team “didn’t understand that being questioned didn’t imply being criticized.” So Anise helped his team break out of that mindset.
He told his team that if they saw him not living up to his commitments and came to him with that feedback, he would view it as a gift. He even gave them Starbucks gift cards and asked that they give him one every time they challenged him, so it would feel like a gift.
— Adapted from “The Accountable Leader,” Howard M. Guttman, Leader to Leader.
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