Great Leadership Methods: How to Accept Feedback

For his new book, The Intangibles of Leadership, Dr. Richard Davis set out to uncover patterns in the attributes that truly distinguish those who succeed at the top levels. One such pattern for developing leadership distinction is to seek out feedback with serious intent and learning.

One suggestion for developing a personal feedback process is to establish a group of trusted advisors.  It may be necessary to look outside the organization. The recommendation is to find people who have training and experience in understanding in how to deliver meaningful and actionable  feedback. These must be  individuals we can trust to give us honest feedback, no matter how difficult it may be to hear.

The following is an excerpt from an RHR International Leadership Newletter written by Jay Robb:

“Remember that feedback is a gift. You need to respect that and do something positive with it. Categorize the feedback into three groupings:

1.  What people want you to start doing.

2.  What people want you to stop doing.

3.  What people want you to continue doing.

Then, come up with just a few action steps that target each area identified. “

Don’t wait for formal performance reviews. Self accountable people are serious learners and seekers of feedback.  You are a learner… that’s why you’re reading this blog. Develop a feedback process for learning.

Live in The Triangle,


  1. Lorne says:

    kB ….thank you for the feedback. I agree that the feedback we get needs to be taken in stride….it is usually not life or death. Thank you for participating.


  2. KB says:


    You were always an effective leader with great personality traits in your toolkit.

    I can’t say I’ve reviewed the book but it seems intriguing. Today anyone can observe that those who are gainfully employed are also overtaxed.

    Multitasking is “the new busy” as Hotmail put’s it and somewhere between the human condition and acting as a conduit for limitless requests, correspondence, meetings and deliverables mistakes are inevitable and many “asks” go unanswered. Then there’s the conflicting feedback from competing sources or feedback skewed by (mis)perception.

    I agree with finding worthy sources for input but for the rest, do your best to breathe and take time to realize we’re not making life altering decisions. Unless of course you happen to be a surgeon and then in that case you actually are making life altering decisions.

    I hope you find this feedback useful!


  3. Toby says:

    Hey Lorne.

    I really enjoy reading your blog. It is very intuitive and helpful. Keep it up. I check it every day or every other day and I always find I am enjoying the messages. Today’s message rings true to me. In my career at Intel, we had 360 feedback sessions, where we would give feedback to our peers. It was always under the premise of “Stop, Start, Continue”. I found that this was an effective feedback tool as it set aside personal agenda and got down to behavior. This was great because you are attacking an issue, not a person. Anyway, I just thought this was a great post, I also like to get that feedback and I feel I am receiving it in my new position.

    That is all, keep on keepin on!

    Living the triangle (or at least trying),


    • Lorne says:


      Thanks Toby. 360 degree reviews can be great learning opportunities. I like it when it is built into the culture beyond just formal reviews. A culture must have a high emotional quotient to make it that way however.


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