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Some people are very sensitive to feedback, while others are the opposite. Both have their own challenges with feedback.

The sensitive person

One piece of feedback can suddenly become everything. It becomes super-sized. You may look at all your past mistakes, and it seems like you have never done anything right.

The undersensitive person

  • You often don't realise people are trying to give you feedback. They may say, "Bill is doing this," and you think "good for Bill."
  • You may acknowledge feedback, but then it doesn't stick.
  • People may say you're aloof or overbearing, and you dismiss it outright.

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This talk offers excellent insights into why nobody likes feedback, why feedback is good, and how to get the best out of feedback.

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Leaders must apply these principles to themselves and to their organizations. Intervention, itself, is risky. Leaving the team to figure things out for itself is important, but it can also be a way of shirking leadership responsibility. 

Try to fulfill this checklist of leadership characteristics:

  • Act accountably, the way you want your staff members to act.
  • Tolerate occasional “below the line” statements. Recognize that your team members sometimes have to deal with frustration. 
  • Know a dodge when you see it and an evasion when you hear it.
  • Make people accountable in order to empower them.

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Getting Results Through Individual And Organizational Accountability

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The first key to survival is understanding that big-bang disruptions differ from more-traditional innovations not just in degree but in kind. Besides being cheaper than established offerings, they’re also more inventive and better integrated with other products and services. And today many of them exploit consumers’ growing access to product information and ability to contribute to and share it.

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In recent years a new—disquieting—form of disruptive innovation has emerged. It doesn’t follow the classic model, entering the market as a cheap substitute to a high-end product and then gradually increasing in quality and moving up the customer chain. Instead, the innovation beats incumbents on both price and quality right from the start and quickly sweeps through every customer segment. This kind of “big bang” disruption can devastate entire product lines virtually overnight

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