Leaders often preach the importance of constructive feedback but do we practice it? Corporate communications, job descriptions, engagement surveys, and even corporate values all point to the significance of feedback and yet we rarely provide it and when we do, it is often not done well. We even go so far as to let someone go so we don’t have to give them honest, constructive feedback. So what makes it so hard? In countless sessions I have given on feedback the overriding concern remains the same – “I don’t want to hurt them.” Sadly, not giving feedback will hurt them even more.
Insights for enhancing CEO succession through a stronger board leadership
By: Courtney Pratt, Chairman, Knightsbridge Human Capital Solutions and Audra August, Principal, CEO Succession & Advisory Services
White Paper: Authored by Knightsbridge Human Capital Solutions and the Clarkson Centre for Board Effectiveness, in partnership with the Institute of Corporate Directors.