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We're doing CEO feedback wrong the annual CEO feedback ritual is largely a waste of time : three fixes can change that

Many CEOs dutifully check the boxes when it comes to their own annual feedback process — and that’s it. These CEOs don’t see value in it, so follow-up is spotty and organizations don’t gain much from it. But there is a better way. Based on the author’s real-world experiments with CEOs and senior lea...

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Bibliographic Details
Main Author: Joshi, Anand
Format: eBook
Language:English
Published: [Cambridge, Massachusetts] MIT Sloan Management Review 2024
Edition:[First edition]
Subjects:
Rétroaction (psychologie)
Leadership
Leadership / Http://id.loc.gov/authorities/subjects/sh85075480
Chefs De Direction
Chief Executive Officers / Http://id.loc.gov/authorities/subjects/sh87002532
Feedback (psychology) / Http://id.loc.gov/authorities/subjects/sh85047647
Online Access:
Collection: O'Reilly - Collection details see MPG.ReNa
Description
Summary:Many CEOs dutifully check the boxes when it comes to their own annual feedback process — and that’s it. These CEOs don’t see value in it, so follow-up is spotty and organizations don’t gain much from it. But there is a better way. Based on the author’s real-world experiments with CEOs and senior leaders, this article shares three suggestions for dramatically increasing the impact of the annual CEO feedback process
Item Description:Reprint #65320
Physical Description:6 pages

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