Speaking of Leadership®, Vol. 2, No. 11
Phil Holberton

Each organization has its way of communicating feedback to its employees.  Some have an annual review process whereby annual performance is judged in relationship to predefined objectives—individual, department, or even corporate-wide. For many companies, now is the time of year to sit down with subordinates and identify areas that need improvement.

Many companies have performance systems that link performance to objectives and run from the very rudimentary to the very sophisticated. Many larger organizations even have techniques to evaluate employee potential. In reality, however, every CEO or General Manager, no matter the size company, needs a system to manage the human resource employee evaluation process. The system needs to be fair, consistent, and easily understood. And, it is important that all constituencies agree on the fairness of the system.  

Scheduled reviews aside, there are opportunities for managers and leaders to practice a coachable moment. In sports, coaches don't wait until the end of the season to provide feedback. They do it at the time of the action, when the feedback is most meaningful. By using this approach in business, we ensure employees are in the moment and understand the ramifications of their actions or words. To have the most impact, the time to deal with a situation is now. 

We all need to receive feedback, especially the encouraging flavor. As leaders, we need to recognize the strengths of employees and encourage the growth of such strengths. Too much time in corporate America is spent trying to make individuals somebody they are not.  Focus on the positive and coach individuals to change unwanted behavior by framing suggestions within a discussion of their strengths. As leaders, if we are helping all our followers achieve all they can in life, then we have served them well. Many times, employees feel their boss does not have their best interests in mind.  When we are able to effortlessly demonstrate that we want the best for our employees, we will have transcended the mediocrity of an average manager within the system to that of the excellence of an exceptional leader making the system.

  A Touch Of Class

We have heard volumes in the Boston metropolitan area about the New England Patriots and the running dialogue about the similarities and differences between the team's two quarterbacks.  For my readers outside of the Boston area and located in other parts of the world, allow me to spend a minute providing some background to this story.  Drew Bledsoe was quarterback for the New England Patriots for the past decade and was a mighty fine quarterback for the team. As circumstances had it, Bledsoe was injured in the second game of the season last year and an unknown quarterback, Tom Brady, took over the offense. Near the end of an incredible season, Bledsoe's injury was healed and he became available for service. The coach decided to stick with Brady.

The local media tried very hard to create conflict between these two highly motivated and talented individuals.  But Bledsoe would have no part of being lured into that trap. He recognized he was not currently the “captain” of the team but an important team member.  His allegiance was to the team and not to himself. And, this showed as he dealt with the obvious disappointment of not getting the starting nod after his recovery.

After the Super Bowl, it was obvious that the team was not going to be able to accommodate two talented and respected leaders. It decided to trade Drew Bledsoe to a division rival, the Buffalo Bills. Again, the media tried to lure Bledsoe into the trap of badmouthing the Patriots' management and his successor, Tom Brady, the team's quarterback.  But Drew thought better of that idea and rose above the fray. He wrote a letter to all of Boston, especially its football fans, that was printed (at his expense as an advertisement) in the Boston Globe on Friday, April 26, 2002, five days after being traded to Buffalo.

Without retelling the entire letter, suffice it to say that the message was clear and simple. He was humble, thanking all for allowing him to be part of a wonderful human experience.  He wrote about being from Walla Walla, Washington, and how he grew over the past decade, and the role that the fans played in nurturing and supporting him in that growth. “I could not be more humbled by or more thankful for your support,” said Bledsoe. “Most important, you taught me about love and respect... You demonstrated to me that to you I was more than a number on a field. I was a person you cared about... Quite simply, you helped me to learn how people should treat other people, and I thank you for that.”

Often we look up to athletes as role models (although many don't deserve the designation) and learn from their behaviors. It is not often, however, that we are able to see so clearly a model that we can take back to our jobs, professions, or communities.  This is a perfect example of an ideal leader.  Humble, thankful, and inspiring to all his followers. 

Now ask yourself... Am I a Leader?