In the past, professionals typically devoted their entire careers to companies that valued their functional or technical skills, not their social ones. Today’s lightning-fast business environment demands job candidates who can step into senior management roles in five to eight years, often in decentralized and constantly transforming enterprises, in relationship-based professions like investment banking and consulting, and in dynamic and diverse communities. In such organizations, leadership success is often defined in interpersonal terms: knowing how and when to collaborate or command, how to lead and develop subordinates, or how to manage and empower networks.
Excerpt from the Forward to the book Leading with Kindness
R. Glenn Hubbard, Dean and Russell L. Carson, Professor of Finance and Economics
Columbia Business School
If this is true for effective leaders, and feedback is craved by employees who want to continue to grow and develop, why is actionable, compassionate feedback so hard to provide?
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