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How Leaders Can Ask for the Feedback No One Wants to Give Them

The old cliché is wrong — ignorance is not bliss

Tad knew he was losing his hearing. What he didn’t know was that everyone around him knew as well.

Tad (not his real name) was a senior executive in a multinational company. Much of his work was done in lengthy meetings with dozens of participants. His hearing loss was making it difficult for him to keep track of what was happening in meetings — but his vanity kept him from getting a hearing aid. So instead, when he missed important points, he would try to decipher what was happening from slides or fill in the blanks from the fragments of conversation he could catch. Others in the meetings were, by turns, embarrassed for and frustrated with him. People began trying to hold meetings without him in order to improve efficiency. They would feign strong emotion when making a point so that they had an excuse to raise their volume. But no one dared raise the issue.

It turns out, Tad is not alone. Most managers aren’t aware of what their employees really think about them.

Please select this link to read the complete article from Harvard Business Review.

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