A recent dialogue among a leadership team was about how to provide feedback to the next level leaders. The conversation evolved into how we rate effort in ourselves, as a path to rating effort in those we evaluate. Think for a moment about how much of what we expect of others’ lives in our expectation of ourselves. This can lead to difficulty delegating because someone else doesn’t do it “our way” or “as well as I do”. We know it’s important to delegate anyway, to allow for others to develop (or utilize) their skills and deliver results for their own success. This leads to the consideration of what is good performance and what is good enough performance. Are you allowing, creating, or inviting good enough in your work product? In your relational skills? Is good enough how you evaluate your team? Good enough is getting by. Good is moving forward. Having the feedback conversation rooted in providing good value helps guide performance to higher levels. So, is your team performing good enough or good?
Good or Good Enough?
About the Author: Judy Hissong, CLM
Judy Hissong is the President of Nesso Strategies. A former law firm Chief Operating Officer, she helps firms become more profitable by advising leaders in strategic and leadership development challenges. Her mission is “world domination for Good.” By creating actionable, lightbulb moments that leaders want to share and spread, she intends to improve the world one person at a time. When she’s not speaking, training and consulting, Judy teaches quarterly online workshops and facilitates Leaders Lab, a monthly video conference that enables small groups of leaders to brainstorm strategies and solutions to work through common issues that keep firms stuck. Learn more at www.nessostrategies.com.