There is an old newsroom joke about the grizzled city editor's suggestion box that takes various forms, depending on who tells the joke.
In one version, the box is nailed to the wall but has no “in” slot. In another variation, the box has a slot but no bottom—and it hangs over a trash can. Either telling has the same terse message:
“NO FEEDBACK WANTED.”
This chapter advances the opposite idea, with strategies for experience-driven leaders to identify who can give them valuable feedback, when to create conditions for gathering that feedback, and how to receive it. Whereas we've talked previously about the value of interpreting past events, this ...
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