Recently I gave a speech to a room full of executives. The audience received the message well, and, when I walked off the stage, I met a line of people who wanted to congratulate me and ask me to autograph their copies of my book. A professional speaker can ask for nothing more!
Invariably, one person in the line has to do it: “I really enjoyed your speech, but….” In this case she wanted to let me know that I could improve if I would include examples about female leaders. I choose the examples I use carefully, and trust me, arbitrarily including examples of women, in this case, would not have improved the speech.
I also send out monthly newsletters. Many of readers realize I frequently repurpose my writing—sort of a regifting in a professional and more appealing sense—so if they contain errors of fact of typing, I appreciate an email that points that out.
One reader recently informed me that I’m as sick as the person I had quoted in the newsletter. Now that’s helpful! I’ll seek out a therapist.
Bosses have an obligation to give solicited and unsolicited feedback to their direct reports. The nicest gift any boss could give this year would be a commitment to give more balanced feedback in the new year. It’s the only way a direct report can know how to improve, and most bosses simply don’t give enough of it.
If I have lipstick on my teeth, please give me the universal sign for that—the index finger swiping horizontally across your exposed lip gesture. Similarly, if I have inadvertently tucked my skirt into my pantyhose—again—please tell me that.
But if you can think of a “gotcha” about something I’ve created, or several improvement opportunities about it have occurred to you, please consider giving to a charity instead. Now, that’s blessed.
If you found these tips from Linda Henman, Ph.D. of value and are a PMP looking to earn PMI PDUs, you might be interested in her self-paced, downloadable courses at PDUs2Go.com.
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