Leaders, Give Yourself This Mirror Test :: Guest Post by Jack Welch

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Bill Hybels recently interviewed Jack Welch (TGLS 2010) at Willow Creek’s DadFest during the Father’s Day weekend services. Despite being retired from GE for over a decade, Jack is a consummate leadership learner who continues to mentor younger leaders over social media and through his MBA program at Strayer University.  

He recently wrote the following article on his LinkedIn platform here.

What’s the number one quality a leader, at any level, can’t live without?

Intelligence? Charisma? The ability to see around corners? The possible answers are myriad.

But above all, I would argue, in good times, and especially in bad, it’s positive energy.

Nothing matters more. You can’t come to work with your head down, scared.  You might have a lot of fears about the competition, or what’s happening out there in the market, or you might have some problems at home.  Leave the problems at home, home, and leave the fears in the back of your head.

Now I don’t mean you have to be a cheerleader out there blindly cheering with the rain coming in the windows.  But you have to relentlessly exude a can-do attitude — “We can do it.”  “No matter what comes our way, we, together, can do it.”  You’ve got to be out there, all the time, saying that. “We’ve got to win!” has to be your mindset and you can never let go of it.

The last thing you want to do is be a bore.  When you wake up in the morning, give yourself a good mirror test.  If you look like you’re going to be a sulking, pouting bore, slap yourself in the face before you go out to the office.  Don’t come in to work with your head down, droning on.  It’d be like a football coach coming to a game — because business is a game, too — saying, “Well, we don’t have a chance. The other team is too good. They’re too strong.  I don’t know what we’re going to do.”

That coach wouldn’t be around long.  And you shouldn’t be around long as a manager either with that attitude.  No one wants to feel like they’re in the losing locker room where everyone has their head in a towel.  You have to create the atmosphere of a winning locker room where the champagne is being popped — as often as you can. You have to rally the team to come up with solutions — be they game-changing ideas or small innovations.  Now, you won’t have every solution, but you want your team coming in every day driven to find them and unwilling to let up until they do.  And it’s your job to make an example of the people who do that — highlight them, show them off as the type of person you want around.

Otherwise, you’ve lost the game — not to mention your team’s hearts and minds — before you’ve even stepped on the field.

For the original article and video of Jack teaching on this topic, you can go to his LinkedIn Influencer page.

To learn more about how Jack Welch’s MBA program can help you grow your leadership skills and accelerate your career, visit http://jackwelch.strayer.edu or call 1-855-596-5964.

“We Lost 9 of our Very Best” | Summit Faculty Alumni Respond to Charleston

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Those of us who believe that the local church is the hope of the worldwhen it’s working right, also believe that Wednesday, June 17 in Charleston was a horrific and tragic day. Summit faculty alumni took to social media to express condolences, solidarity and resolve to move churches to a new place in the racial conversation.

Below is a sampling.

Wess Stafford (TGLS 2009) on Twitter

James Meeks (TGLS 2006) on Twitter

Tyler Perry (TGLS 2014) on Facebook

I grew up in the AME Church. My aunt and uncle are pastors and a bishop in the church. I know these kinds of prayer…

Posted by Tyler Perry on Thursday, June 18, 2015

Bryan Loritts (TGLS 2014) on Twitter

 

Efrem Smith  (TGLS 2008) on Facebook I am deeply saddened by the shooting that took the lives of pastors and others in Charleston, S.C. The Black Church has been a pillar of nonviolent resistance for justice, equality, reconciliation, and transformation. This nor any other venue should be the scene of such a vicious, sinful, and racially motivated act. So sad, but we must respond with a reconciling, loving, and transformative movement.

David Ireland (TGLS 2009) wrote an insightful article for FaithStreet entitled Four Biblical Truths That Respond to Hatred. 4 Biblical Truths that Respond to Hatred

John Ortberg (TGLS 2012, 2007, 2002, 2001) wrote an article entitled The Almost Alternate Ending in Charleston for Christianity Today. The Almost Alternative Ending at Emmanuel AME

Rick Warren (TGLS 2005, 1997) asked all churches to pray for Charleston on the Sunday following the tragedy, stating that the answer was to do the exact opposite of what the gunman intended.  Rick Warren’s Prayer for Charleston

T.D. Jakes (2004, 2010) on Facebook stated that “love will run hate home every day.”

In remembrance of the precious lives lost at Emanuel AME Church. #Charleston #PrayForCharleston #CharlestonShooting

Posted by T.D. Jakes Ministries on Monday, June 22, 2015

Watch the video here.

Six Leadership Themes You Can Expect at the 2015 Summit

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Every year, God “shows up” at the Summit.  Sometimes these moments come in ways we expect – but more often they do not. There always seems to be a specific inspiration, a message, a skill or a conviction that gets cemented in our hearts during the event.

Those of us who plan the conference have always resisted the temptation to create a “theme” for the Summit.  Our biggest goal has always been to bring the best, most current, most relevant, leadership learnings to faith-centered leaders. And there is nothing worse (and we’ve all seen it!) than when a conference tries to stretch a theme to fit a speaker’s topic or when they ask a speaker to change their expertise to fit a theme.  So we reject the idea of theme – and instead like to say:

Our theme is leadership—plain and simple.

Having said that, we often see sub-themes emerge in unexpected ways. We like to think that is the Holy Spirit – weaving the right messages that He wants to bring to faith-centered leaders during this season.

Here are some themes we see emerging for the 2015 conference.

  1. Feedback.  Have you ever had someone ask, “Can I be honest with you?” or “Can I give you some feedback?” and you got that lump in your stomach?  Sheila Heen will describe the research from her book Thanks for the Feedback. And Ed Catmull will describe how feedback works during the creative process at Pixar.
  1. Resilience.  Failure is an inevitable part of the leadership journey.  Brené Brown will share her most recent research on failure out of her soon-to-be released book, Rising StrongSallie Krawcheck will talk about lessons learned in the last turbulent decade in the financial sector. And Brian Houston will describe the highs and lows of his incredible 30-year run at Hillsong Church.
  1. Service. Jesus introduced the concept of “servant leadership” long before it became trendy in business circles. Horst Schulze will express the Ritz Carlton philosophy on how to treat people with the highest level of service. Sam Adeyemi will describe how to give power away. And Jim Collins will share his recent experience at West Point where the cadets’ dedication to service gave him a more complete understanding of what it takes to go from Good to Great.  
  1. Effectiveness. Leaders only have so many hours in the day.  So how can we make the most of them? Craig Groeschel will describe ways that he has been able to expand his leadership capacity. And Adam Grant will comment on his research into the efficacy of work relationships between givers, takers and matchers.
  1. Learning Agility.  Is it better to hire someone who knows all the ins and outs of a job – or someone who has a strong capacity and ability to learn?  Hiring experts believe that learning agility is one of the most desirable skills for a 21st century workforce.  Liz Wiseman will describe how to keep your learning agility regardless of how long you have been in leadership. And Albert Tate will explore how God can take our small efforts and turn them into something amazing.
  1. Grander Vision. There is a reason why God made you a leader. He has a purpose for you to live full-out for Him, wherever you lead.  This year we will feature five stories of people who are living the Grander Vision. Leaders profiled include a prison warden, a small business owner, a pastor, a CEO of a public company and a mid-level executive who had to lead up to accomplish the grander vision God had given him for his company.

Now – those are some themes we can get behind!

How do you anticipate God will speak to you at the 2015 Summit?

Don’t forget to register by midnight on June 23 for the best rate. http://www.willowcreek.com/summit

The Top 10 Signs You Might be a Taker: Getting to Know Adam Grant

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Last summer – even prior to the 2014 Global Leadership Summit – Adam Grant became the first faculty member that we secured for the 2015 Summit. He is the youngest tenured professor at the Wharton School of Business and the highest-rated by students. His classes are among the most popular at the school.

Grant burst onto the leadership scene in 2013 with his groundbreaking book, Give and Take. If you follow the business press, you may have noticed his name appears frequently His research is widely quoted in articles and blogs. He writes glowing book commendations for colleagues. He has even appeared on The Today Show and was profiled in a New York Times magazine cover article.

Give and Take was named one of 2013’s best books by Amazon, Apple, the Financial Times and the Wall Street Journal – as well as being named among Fortune’s must-read business books, Harvard Business Review’s ideas that shaped management and the Washington Post’s books every leader should read.

We are thrilled that the Summit audience will be exposed to his ideas in August.

His article, below, appeared in the Huffington Post here.

* * *

If other people saw you as a selfish person, would you realize it? Over the past year, I’ve noticed some telltale clues:

10. You look significantly hotter in your LinkedIn profile than in any other photo of you.

9. When a child draws a picture of you, it sometimes resembles a snake or a weasel.

8. At family dinners, you secretly enjoy grabbing the last cookie.

7. You brag about your SAT score, and you’re not even in school anymore.

6. You’re planning to plagiarize part of this post without giving proper credit.

5. Your Facebook wall is dominated by selfies of you with important people.

4. When your children ask you to read them a story, your first instinct is to ask, “What have you done for me lately?”

3. After reading The Giving Tree, you thought the tree got what it deserved.

2. You’re convinced that most people are takers.

1. You go around telling people you’re a giver.

Let’s add one more: You blushed as you read this list.

I created this list as a lighthearted way to illustrate a serious point. We’re notoriously bad at judging our own generosity.

You’ve heard the statistics: 90 percent of people think they’re better than average. Evidence shows that we think we’re superior to others in every domain: We believe we’re smarter, more attractive, more likable, and more skilled at a wide range of tasks — from math to leadership.

For a long time, I hoped these narcissistic tendencies wouldn’t extend to the domain of giving and helping. I was wrong.

• Exhibit A: Put romantic partners in separate rooms and ask them something cruel: “Of the total work that goes into your relationship, for what percentage are you responsible?” Add up the two partners’ estimates. Three out of every four couples add up to over 100 percent.

Exhibit B: Do the same exercise anonymously with five-person work teams. On average, when you sum each team member’s estimates, they add up to more than 140 percent.

Exhibit C: Ask people to predict how likely they’ll be to give money to charity, share resources with others, and do an unpleasant task themselves rather than dumping it off on a peer. Then, track whether they actually do it, and see that people overestimate their generosity by 32 percent.

Psychologists have identified three reasons for these errors. One is ego: We like to see ourselves in a positive light, so we selectively remember our generous behaviors and find rationalizations for our moments of taking. A second is information: We have access to each act of giving we’ve ever done, but only a subset of other people’s helpful behaviors. A third is base rate neglect: when we predict our own rates of selfishness and generosity, we don’t bother to consider how common or rare the behavior is in general.

To find out if you think more like a taker or a giver, there’s a free self-assessment at www.giveandtake.com. You can also invite anyone to rate you anonymously, and the site will give you an aggregated score. Try that one at your own risk.

Follow Adam Grant on Twitter at: www.twitter.com/AdamMGrant

Ed Catmull on Restarting a Failing Initiative: How Pixar’s “Newt” Got Flipped “Inside Out

 

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You are working on a new initiative – maybe one that you have announced to your constituents – and at some point in the project, it becomes clear that the project just isn’t working. What do you do?

One of the biggest challenges a leader can face is acknowledging that a project is not going to succeed. And having the courage to pull the plug before it is too late.

On June 19, Pixar is releasing Inside Out, its first film in two years. The hero is a girl named Riley, who is uprooted from her Midwest life when her father starts a new job in San Francisco.  She is guided by her emotions that are personified in the film – Joy (Amy Pohler), Fear (Blll Hader), Anger (Louis Black), Disgust (Mindy Kaling) and Sadness (Phyllis Smith).

But many don’t know that idea for this innovative new film actually rose from the ashes of the only movie that Pixar ever had to abandon, newt. Ed Catmull ‘s story of that film’s demise, and how it led to Inside Out, is recounted in the Slash Film article here.

Pixar works on their films for years; most releases are developed for a good five years. Almost every film they’ve developed has had problems at one point of another. Some, like Ratatouille and Toy Story, were completely reworked when Pixar realized the story wasn’t working. The film newt was announced in 2008 at a Disney presentation, and canceled only two years later, making it the first announced Pixar movie to be cancelled. Now we learn how the death of one story gave birth to another.

Pixar Animation Studios President Ed Catmull recently appeared on Tim Ferris’s podcast. In the discussion, he dropped an interesting comment about how newt spawned Pixar’s next film Inside Out. But before we get to that, here is Catmull’s explanation of Pixar’s story creation process:

The only thing that makes a film hard is if you keep going at it and it isn’t working, so you can’t solve the problems. And then what happens is, for all directors, they are emotionally invested in their films, and they get lost in them. Happens to everybody, doesn’t matter who they are, whether they’re new or they’re experienced.   

How Pixar deals with this issue is the formation of the brain trust, which allows them to always have an experienced perspective on the story:

What you want is a collection of people, we call it the Brain Trust, but essentially it is a group of colleagues who have been through it, to help navigate it when you’re kind of lost in this swirling mess. Because it’s very difficult. So the most difficult thing is on the people themselves. And we’ve had some films where the original director who had the idea got lost in it, and couldn’t get out. So we had to make some changes in order to get the film done. So in our view, we’ve had failures, but basically we try to keep the failures inside. It’s not that it’s secret that we’ve had failures, but we don’t release the film that fails. We will abandon it, or we’ll restart. And we’ve had several restarts! When you get to the point where you say, “it’s not working, we have to do a major rethink to get this to be where it is.” We had to do that with Toy Story, we had to do that with Ratatouille.

Read the rest of the story here.

A Leadership Quick-Take: Albert Tate

 

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One of the speakers that our WCA team is most excited to hear at the Summit is Albert Tate, founder and senior pastor of Fellowship Monrovia.

Albert’s teaching style combines humor with unexpected biblical insights. He planted Fellowship Monrovia in January 2012—a church committed to being transformed by the gospel of Jesus, growing in a life of worship, gathering in community and giving their lives away on mission. Recently, Albert joined us to give a message at the Willow Creek Community Church midweek service. His message received a standing ovation. He has a passion to preach the word of God in ways that transform lives.

We asked Albert to answer some quick questions for the blog to help us get know him better.

WCA: Whose leadership has had the most impact on your life?

Albert Tate:  Bryan Loritts. Bryan gave me an up-close look, at not only how to lead a multi-ethnic church, but how to live a mult-iethnic life.

WCA: What leaders do you admire and why?

Albert Tate: I admire Rick Warren. Rick Warren is a guy who is known by thousands—if not millions of people—but when you see him in a room, he takes time and authentically cares for people. It is absolutely amazing to see him love on and shepherd people. He’s a guy who leads a huge conglomerate of an organization, but really cares about others—and it shows in his leadership.

WCA: What is the best leadership advice you received as a young leader?

Albert Tate: There is a dangerous side to ministry—you can learn how to do it. Be careful of learning how “to do” ministry.

WCA: What part of leadership gives you the most satisfaction?

Albert Tate: Seeing the light bulb come on in peoples’ lives, and for them to be enlightened to the hope they have in Christ Jesus. I get a front row seat to this powerful transformation and it is very fulfilling.

WCA: What are you reading right now?

Albert Tate: I am reading Prayer by Timothy Keller, Bossypants by Tina Fey, and Disappointment with God by Philip Yancey.

Interview with Pastor Brian Houston of Hillsong Church

 

 

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Brian Houston, Hillsong Church founder and global senior pastor, joins us for the 2015 Summit. Hillsong has grown from a small church plant to a global family of congregations comprised of more than 100,000 weekly attendees. He is also Executive Producer of more than 30 gold and platinum albums from the renowned Hillsong Worship team.

A lot of us sing Hillsong Music every week in church. But the story behind this groundbreaking church is not widely known.

The below article, Interview with Megachurch Pastor Brian Houston of Hillsong Church, originally appeared on Australian Story in 2005. It was recently republished by World Religion News.

When Brian Houston established a tiny house of worship in Sydney 20 years ago, he never dreamed he would be at the helm of Australia’s largest independent church. He tells Australian Story what the experience has been like.

I grew up in New Zealand. I was born in Auckland, but really grew up in Wellington. And my parents were ministers. They in those days, especially in my small childhood, my parents were very poor. They’d come out of the Salvation Army and really came out with nothing. So I can remember, I’ve got strong memories of my two parents in the front of our little Austin A40 and five kids in the back and leaky roof and there was one point when, when the only gear that would work was fourth gear and all sorts of things like that . . .

If you ask my mother what sort of child I was, she’d probably say mischievous, cheeky. In some ways I was the terror of the Sunday school teachers. But I always had a love for life and a zest for life.

*          *           *

It was in 1983 and we were in the Baulkham Hill public school hall, very first meeting we had, 70 people turned up, which I thought was a great start, 70 people. We had a few friends and ring ins, but it was a great start. And the second week it was 65 and the third week 53, and the fourth week 45, and I worked out we only had 4 and a half more weeks until there were no more people . . .

The church didn’t grow for the first month or so, it went in exactly the opposite direction. And then after a month or two, I can remember we had over a hundred people for the first time, which I was very, very excited about, and it really, it really kept growing quickly. After maybe 18 months there were like 300 people actually coming to the church, which at that time, in the 1980s was a fast growing church. We’ve had moments when it didn’t quite grow the same, but really it’s just been a process, over 22 years, of growing. I think those Australians who know of Hillsong Church, it seems to have really come up above the radar in the last two or three years, but the growth has been progressive over more than 20 years.

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My passion in life is really to help people to understand that they are alive for God’s purposes. I am an absolute believer in the potential of people, and I want to do everything I can do to bring that potential out of people, to get them believing in themselves, to get them believing in whatever endeavour in life they’re called to. And whether it’s secular or ministry or politics or the arts or sport, whatever it is, I want to encourage them to do their very best. And I would say that’s the greatest motivation I have, really, trying to connect people to God and a leader in a church.

You can read the full article here.

Brian Houston and twelve other world-class leaders will share their leadership insights on August 6-7 at The Global Leadership Summit 2015. Register here for your best rate!

#RedNoseDay: Richard Curtis’ Grander Vision

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One of the most memorable sessions from the 2007 Global Leadership Summit  was Bill Hybels’ interview with British filmmaker, Richard Curtis. Curtis’ filmmaking credits include Four Weddings and a Funeral, Notting Hill, Bridget Jones’ Diary and Love Actually.

He is also the producer and creative mind behind the British fundraiser Comic Relief, better known as Red Nose Day. This televised event has become an inspiring cultural phenomenon in the UK, combining comedy with cause. During the past 30 years, it has raised more than £1 billion for charities that seek to alleviate and end global poverty.

Now, Red Nose Day is coming to America – airing live tonight (May 21) on NBC.  Watch the video and relive the inspiration for Curtis’ “grander vision” for this event.

 

Behind the Scenes: An Inside Look at the 2015 Summit Promo Video

 

Our guest blogger today is Jesse Oxford, principle at OX CREATIVE (www.oxcreates.com), and the innovative mind behind the 2015 Summit Promo Video. The piece includes a seamless narrative told in a visually impactful way. Below, Jesse tells the story of the first day of the shoot.

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What’s the one thing every leader, in every country, at any level, language, industry, and gender can relate to? Losing sleep over a critical leadership decision.

This creative narrative for the Leadership Promo Video is written as a simple leadership fable or poem, speaks to that felt need common to every leader. Drawing on the Johnnie Walker “The Next Step” ad and Life Is a Treadmill as inspiration, we staged a series of scenes stitched together like a stage play.

This is the story of a leader who is struggling to keep going, yet, through a series of key scenes, comes to discover his Grander Vision. For me as the director and leader of the crew, this shoot was a practical experience of that exact thing.  Here’s how we did it…

I know a leader who slept through the night.

The deep and peaceful sleep of a man in command.

It wasn’t that his world was in control. Or that the seas were still

But his hand was at helm—and he knew what to do.

Let me explain…

Perhaps the most challenging aspect of this shoot was planning how the scenes would “hand off” to each other without “cutting” between scenes.  We had a 40-foot camera track on which to contain nine scenic keyframes. We wanted the stage to feel like it was twice as long. Our first decision was to split the shot into two moves on two different days of shooting so the entire camera move looks like one continuous left to right shot.

On the first day, we opened the story with a wide shot of a bedroom. When the camera zoomed to the close-up, our hero sits up in bed and the scene transforms into the cabin of a ship on stormy seas. He wears an orange parka that was previously hidden under the bedspread. (Bonus points to anyone notices something unusual about the parka!)

As he sits up, a projector turns on, which adds waves onto the back wall of the hotel room. This was a “live” practical effect, not green screen that was added digitally. Two stage hands slid the living room wall into place while the camera zoomed out.

It hadn’t always been like this.
Many restless nights he sat there—
Paralyzed by a dimly lit, Uncertain Future.
He’d been playing it safe.
Playing it small.

The living room scene was set up while the camera zoomed in. We paused for a moment to replace the actor in the chair with the bouncing ball. This was one of trickier moments of the shoot. Geno, our actor, had to bounce and catch the ball repeatedly.

There was a hard call.
The kind that
had to be made.

There was bit of movie-magic happening in this scene. If you look closely, the ball never actually bounces off the TV. Instead the ball is actually hitting another box that’s just out of view beside the TV. In rehearsal, we noticed that the TV was shaped so irregularly it was impossible to get the ball to bounce correctly. So we “cheated” it.

In a moment of frustration, Geno stands, grabs his briefcase, and storms across the stage into a conceptual mirrored room that closes in all around him.

He found himself in a place he’d never been: Stuck. & Alone.
“Is this what Leading is?
I had a vision once! …
I lost it though.

The ceiling was manually controlled on a series of pulleys and counter-weights that made a loud screeching sound as they moved. It was a good thing no audio was being recorded! As the roof moved, a lighting technician simultaneously cued the light bulbs to turn off in succession.

I definitely lost sleep during the planning phases of this project. But in the midst of all the complexity, the actual shoot occurred surprising seamlessly due to the fact that our team was highly prepared and nothing was left to chance. What started as an inspired concept became, in the skilled hands of my excellent team, our own embodiment of a Grander Vision.

You can watch the Summit promo video.

(Did you notice what was unusual about the parka? One sleeve is cut off!)

Sensitive or Stone-Cold Stoic? Getting to Know Sheila Heen

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Sheila Heen, founder of the Triad Consulting Group and Faculty at Harvard Law School, will be joining us for the 2015 Summit. Sheila has taught courses on Negotiation at Harvard for two decades, specializing in helping organizations work through their most difficult conflicts.

William Ury (TGLS 2012), founder of the Harvard Negotiation Project and Summit faculty alumni, recommended that we look into her work. When we learned that Sheila had released a new book addressing the topic of feedback, we were intrigued.  After reading it, we were sold.

Sheila Heen, and her co-author Douglas Stone, conducted groundbreaking research, looking feedback at it from a new perspective – the feedback receiver.

The below article Sensitive or Stone Cold Stoic: How Your Wiring Affects Your Well-Being first appeared in Time Magazine –and it will give you a little flavor of what you can expect to learn from Sheila at the Summit.

We swim in an ocean of feedback. It’s not just those performance reviews at work. It’s your reflection in the mirror, the comment your spouse made at breakfast, or the accusatory note you just found in your mailbox from your neighbor.

Recent research that suggests that how you react to that feedback — whether you take it in stride or get flattened by it — is due at least in part to your wiring. When it comes to sensitivity to feedback, individuals can vary up to three thousand percent in terms of how far they swing, emotionally, and how long it takes them to recover. And that has profound implications for their ability to hear the feedback they get, and to learn anything from it.

Take Alita. She has been highly sensitive to criticism since she was a child. Now an accomplished obstetrician, her skills and confidence have matured, yet her sensitivity to feedback is just as strong as it was when she was young. “Three years ago we did patient satisfaction surveys,” Alita explains. “My patients love the attention I give them, and my reviews were largely positive. Yet there were a few comments from patients frustrated that I sometimes run late.” She adds, “I haven’t felt the same way about my practice since.”

*    *    *

Three factors can be used to measure our sensitivity to feedback. The first is Baseline, which measures your general state of happiness or contentment. In the wake of positive or negative events (or feedback), we all tend to gravitate back toward our baseline. Some people have a relatively high baseline – like Elaine in the next cubicle who always seems so (gratingly) cheerful no matter how much pressure the team is under. Others — like Mortimer down in purchasing — may have a relatively low happiness baseline, perpetually dissatisfied with their lives (and with you), regardless of how well things may be going.

The second variable is Swing — how far up or down you go as a result of positive or negative feedback. Someone with small swing is “even keeled”: Nothing excites them much, and few things really get them too upset. If you swing wider emotionally, your ups and downs will be more intense and you’ll require less stimulation to move you off your baseline.

And finally, Sustain or Recovery, which measures how long it takes you to return to your baseline. How long do you sustain a bounce in your step in the wake of an appreciative email from an important customer? How long does it take you to recover from the public dressing down you got from your boss on the newsroom floor? Recent findings from neuro-imaging show that positive and negative swing and recovery can operate independently. If you have small swing and short sustain on positive feedback, and wide swing and long recovery on the negatives, that’s a tough combination. Positive feedback disappears quickly, while negative feedback hits you hard and keeps you down for a good long while.

You can read the full article here.

 

Hear more from Sheila Heen and twelve other world-class leaders at The Global Leadership Summit  2015 this August!  The Super Early Bird deadline is May 19.  Register here for your best rate!