Comments on: The Messenger http://www.excellencetree.com/journal/38/the-messanger Mon, 06 Feb 2012 04:28:21 +0000 http://wordpress.org/?v=2.7 hourly 1 By: Excellence Tree Journal » Blog Archive » Why Doc, Why? Three ways of relating to the role of business consultant. http://www.excellencetree.com/journal/38/the-messanger/comment-page-1#comment-1877 Excellence Tree Journal » Blog Archive » Why Doc, Why? Three ways of relating to the role of business consultant. Fri, 20 Feb 2009 16:48:42 +0000 http://excellenceuniversity.net/journal/?p=38#comment-1877 [...] include a broad, individualized system of reinforcement?” Sometimes providing this clarity, as John Spence points out, can even get the ‘messenger’ in [...] [...] include a broad, individualized system of reinforcement?” Sometimes providing this clarity, as John Spence points out, can even get the ‘messenger’ in [...]

]]> By: Brian Higley http://www.excellencetree.com/journal/38/the-messanger/comment-page-1#comment-1091 Brian Higley Tue, 26 Dec 2006 15:33:11 +0000 http://excellenceuniversity.net/journal/?p=38#comment-1091 John, I can relate to this article! Reaction to constructive criticism typically gives me a gauge, perhaps, of the degree to which someone is (what Jim Collins would call) a "level 5 leader." I think of it as a potential indicator of what is the more important objective to that leader: 1. constant improvement within the organization OR 2. constant indication that the leader/team is doing well (regardless of reality) I don't blame the leader/team COMPLETELY, however - I think we don't do a good job of training people in general in the art of receiving and utiliizing criticism. I think the problem runs quite deep in most people's psyches (and thus, in most organizations). The most expert people in the world (across any field) are typically standing on many "blocks" of mistakes and listened-to criticism about those mistakes. I believe far too few of ALL of us have been taught this critical truth. Thank you for writing this article, John! John,

I can relate to this article! Reaction to constructive criticism typically gives me a gauge, perhaps, of the degree to which someone is (what Jim Collins would call) a “level 5 leader.” I think of it as a potential indicator of what is the more important objective to that leader:
1. constant improvement within the organization OR
2. constant indication that the leader/team is doing well (regardless of reality)

I don’t blame the leader/team COMPLETELY, however - I think we don’t do a good job of training people in general in the art of receiving and utiliizing criticism. I think the problem runs quite deep in most people’s psyches (and thus, in most organizations).

The most expert people in the world (across any field) are typically standing on many “blocks” of mistakes and listened-to criticism about those mistakes. I believe far too few of ALL of us have been taught this critical truth.

Thank you for writing this article, John!

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