CHAPTER 1
Ain’t That a Kick in the Pants
Isn’t it funny how obvious and oblivious are so close?—Author unknown
My work with leaders sometimes involves inviting the leader’s direct reports to purposely kick him or her in the keister. One of the most effective ways of doing this is having the leader go through a 360-degree feedback process, where the people they are leading rate the leader’s style and performance. The raters often include the leader him- or herself and the leader’s boss(es), peers, and direct reports—hence a “360-degree” view. The feedback uses an anonymous survey consisting of quantitative data and qualitative (open-ended) questions. The idea is that people are likely to give more honest answers if they don’t feel threatened that ...
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