It is acknowledged as one of the determinants for organizational success having a direct impact on its economical benefits. For organizations, making available such techniques to their managers helps the company to hold on to their prized employees. It also helps the organization to serve their customers better. The productivity of the managers as well as employees increases. Leadership and risk taking ability of the manager is enhanced, making the overall working environment of an organization, challenging. It helps in exploring skills of a manager and the employees which were till now not active or unresponsive.

Uploaded on Dec 18, 2008

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DELIVERING FEEDBACK: Whether its at an appraisal or part of everyday interaction, delivering feedback is one of the most important, yet difficult skills an effective manager needs to develop. Your managers will learn to use the C.E.D.A.R. model to prepare for and engage in constructive feedback sessions.

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It is often extremely stressful to lead in today's rapidly changing society, organizations, and marketplaces. Leaders require strong senses of balance, humility, and confidence to retain clear perspectives and exercise continuing courage in their decisions. The most basic requirement is that they remain authentic in their dealings with themselves and others. This, in turn, requires ongoing support, affirmation, and understanding so they can cultivate the courage to lead authentically.

Leaders require more development programs that dedicate time specifically for each leader to express and work on their own needs. Development must start where each leader is at now, to address current needs around which leaders can learn. To learn about themselves and from their own experiences, leaders require continuous feedback from other experienced leaders. Leaders must participate in their development in an authentic fashion. Self-development programs will not be effective if leaders don't take responsibility for their own development, which excludes passive dependency on outside 'experts' for quick-fix answers. The courage for this authenticity requires a safe environment and support from others.

If individuals are to effectively lead their organizations, they must first effectively lead themselves. Revans (1983, p. 55) explains, 'Those unable to change themselves cannot change what goes on around them. ... Without power to discard beliefs shown to be wrong, one cannot introduce actions known to be right.' More development programs must follow this principle. Smith (1993, p 44) adds, 'A consistent feature of the better researched competency models is the inclusion of the need for self-knowledge, self-understanding and self-management. ... I have found that ultimate success increases in proportion to the attention given to this by participants and faculty.' Senge et. al., (1994) explains the importance of each leader's understanding their own 'mental models' about the world, that is, their sets of assumptions which leads them to perceive the world as they do. Senge asserts that working with mental models 'offers the highest leverage for change' (p. 239).

It is often extremely stressful to lead in today's rapidly changing society, organizations, and marketplaces. Leaders require strong senses of balance, humility, and confidence to retain clear perspectives and exercise continuing courage in their decisions. The most basic requirement is that they remain authentic in their dealings with themselves and others.