4 keys to soliciting genuine feedback.
by steven e. sacks
the new fundamentals: practical guidance for today’s accounting firms
you are in a boardroom or a staff meeting room. the managing partner, his or her second in command, or someone else in charge has offered employees the opportunity to suggest or share an idea.
more: the job interview: a make or break proposition | the power of ‘real influence’ | stop wasting time in useless meetings | is your firm’s culture a magnet? | outsourcing the c-suite | battling staff turnover | confronting leadership: not such a bad thing
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did you ever hear someone express what you thought was a ridiculous idea, which was followed by the sound of crickets? furtive glances all around. breaths held. no physical movements to suggest any type of reaction. heads remain down, and note-taking was actually mindless doodling.
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