Providing feedback to others about their performance is a key developmental experience. But not all feedback is effective in making the best use of that experience. This book demonstrates how to make the feedback you give more effective so that others can benefit from your message.

In this new edition, we've updated how we talk about, teach, and demonstrate the SBI Feedback model, which has helped many leaders give actionable, direct, and objective feedback. We've also added material dealing with giving virtual feedback, and incorporated up-to-date research from both inside and outside CCL to make sure you can best meet the leadership challenges you face in today's world.

Listening well is an essential component of good
leadership. You can become a more effective listener
and leader by learning the skills of active listening.
Working relationships become more solid, based on trust,
respect, and honesty. Active listening is not an optional
component of leadership; it is not a nicety to be used to
make others feel good. It is, in fact, a critical component
of the tasks facing today's leaders.
In this new edition, we've added tips and advice dealing
with virtual active listening, and incorporated up-to-date
research from both inside and outside CCL to make sure
you can best meet the leadership challenges you face in
today's world.

Providing feedback to others about their performance is a key developmental experience. But not all feedback is effective in making the best use of that experience. This book demonstrates how to make the feedback you give more effective so that others can benefit from your message. In this new edition, we've updated how we talk about, teach, and demonstrate the SBI Feedback model, which has helped many leaders give actionable, direct, and objective feedback. We've also added material dealing with giving virtual feedback, and incorporated up-to-date research from both inside and outside CCL to make sure you can best meet the leadership challenges you face in today's world.

Effective feedback, whether it's meant for your boss, your peers, or your direct reports, is built around three ideas. One, focus on the situation. Two, describe the other person's behavior you observed in that situation. And third, describe the impact that behavior had on you. The result is a message that is clear and that can inspire action and productive change

Providing feedback to others about their performance is a key developmental experience. This revised and updated book demonstrates how to make the feedback you give even more effective so that others can benefit from your message. In this new edition, we've updated how we talk about, teach, and demonstrate the SBI Feedback model, which has helped many leaders give actionable, direct, and objective feedback. We've also added material dealing with giving virtual feedback, and incorporated up-to-date research from both inside and outside CCL to make sure you can best meet the leadership challenges you face in today's world.

Ambition is a good thing, but too much of it can cause problems. You need ambition to be successful, but if you have too much, it can derail your career. This guidebook will help you determine whether you have a problem with ambition. You will gain a fuller understanding of its basic drivers: the need for competence, the need for achievement, and the need for rewards. You will learn how these drivers can affect your work, and you will learn strategies for managing them. Each of the drivers has identifi able components. The need for competence, for example, has three components: superiority, competitiveness, and pride. The exercises in this guidebook will help you identify which components could be a problem for you and prioritize your efforts in addressing them. You will also be encouraged to seek ongoing feedback from others and to observe and learn from how other leaders deal with their ambition. With this guidebook, you can learn to understand and manage your ambition so that it won't derail your career but will contribute to your efforts to achieve personal and organizational success.

Having interpersonal skills will allow you to motivate, inspire, and successfully lead others, as well as further your own career development.

This guidebook will show you how, through self-awareness and strategic implementation of behaviors, you can utilize interpersonal savvy to make the most out of negative situations, develop and lead others, and create a positive working environment despite daily challenges and hardships.

다른 사람들에게 그들의 성과에 대한 피드백을 제공하는 것은 중요한 개발 경험입니다. 그러나 모든 피드백이 이러한 경험을 최대한 활용하는 데 효 적인 것은 아닙니다. 이 책은 다른 사람들이 여러분의 메시지로부터 이익을 얻을 수 있도록 여러분이 주는 피드백을 더 효과적으로 만드는 방법을 보여줄 것입니다.

이번 신판에서는 많은 리더들이 실행 가능하고 직접적이며 객관적인 피드백을 제공하는 SBI 피드백 모델에 대해 논의하고, 가르치고, 시연하는 방법을 업데이트했습니다. 또한 가상 피드백 제공에 관한 자료를 추가하고 CCL 내부 및 외부의 최신 연구를 통합하여 오늘날 당면한 리더십 과제를 가장 잘 해결할 수 있도록 보완했습니다.

Gut zuhören zu können ist eine wesentliche Fähigkeit, die alle guten Führungskräfte auszeichnet. Sie können sich zu einem effektiven Zuhörer und Leader entwickeln, indem Sie die Fähigkeiten des aktiven Zuhörens erlernen. Arbeitsbeziehungen werden stabiler und bauen auf Vertrauen, Respekt und Ehrlichkeit auf. Aktives Zuhören ist kein optionaler Bestandteil von Führungskultur und auch keine nette Geste, die lediglich dafür sorgen soll, dass andere sich gut fühlen. Es ist stattdessen ein entscheidender Bestandteil der Aufgaben, denen sich heutzutage jede Führungskraft stellen muss.

In dieser neuen Ausgabe haben wir Tipps und Ratschläge für das aktive Zuhören im virtuellen Raum zusammengestellt und aktuelle Forschungsergebnisse von CCL und anderen einbezogen, damit Sie den Leadership-Herausforderungen der heutigen Welt bestens gerüstet entgegentreten.