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...
| Other Authors: | |
|---|---|
| Format: | eBook |
| Language: | Inglés |
| Published: |
[Cambridge, Massachusetts] :
MIT Sloan Management Review
2024.
|
| Edition: | [First edition] |
| Subjects: | |
| See on Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009825900106719 |
| 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: | 1 online resource (6 pages) |
