Last weekend I was honored to participate in the Inaugural Intentional Leadership Conference, held by the Hollingsworth Leadership Development Program at Texas A&M University. The Corps of Cadets at Texas A&M has a long and proud tradition of leadership development, and I’m certain the ILC will add to that tradition! Be sure to “Like” their Facebook page to see the pics!
The ILC’s theme was “Corps to Corporate—Intentional Professionalism” so this week’s link around is all about business and networking.
Fast Company Magazine: Lessons from Epic Fail Startups
Entrepreneur Magazine: Networking is about relationships
LinkedIn: Most Fortune 500 CEOs don’t use social media
9by9Solutions: The “Deification” of Leadership?
LinkedIn: How Lego rebuilt themselves
LinkedIn: How a Silcon Valley manages his time
Aggie Muster Day was yesterday, here’s what that’s all about.
Mickey believes everyone can reach high levels of performance if inspired and led. During his 28 year US Air Force career Mickey commanded thousands of Airmen, managed portfolios worth billions of dollars, and worked with military, civil, and industry officials around the world. He is a Distinguished Graduate from the Eisenhower School at National Defense University in Washington DC.
Mickey is the author of seven books, including Leading Leaders: Inspiring, Empowering, and Motivating Teams and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and writes for his own Leading Leaders blog, and GeneralLeadership.com.
I really value direct and honest feedback. To many times I’ve had bosses tell me, “you’re doing fine, don’t change a thing!” Now I’m not perfect and I know it, so that sort of feedback just isn’t useful to me. Surely, I can do something to improve, and I’m counting on my boss to help me get better.
Over at Fast Company magazine, Drake Baer gives some great advice on giving useful feedback.
What’s it like to work without any feedback? To JetBlue chairman Joel Peterson, it’s like “driving a car with no speedometer, learning to cook without ever tasting your food, or playing basketball without a scoreboard.”
But simply giving feedback isn’t enough: If the commentary is vague and constructively critiquing un-constructively negative, he says, then there won’t be a path for improvement. Without specificity, the feedback will be for naught.
You’ll want to read it all.