Below Please Find Your Welcome Video for Lesson Ten
This is Lesson Ten of your Candid and Compassionate Feedback Virtual Masterclass. In this lesson, we introduce several key concepts that will improve your feedback immediately. The final of the 9 Candor Cancelations is the ultimate problem with feedback, The Avoider. You’ll learn what that means and why leaders fall into this trap. We begin by reviewing one last assumption that leaders need to quit making, we finalize your understanding and practice with professional dialogue, and you learn about the antidote to being The Avoider. You’ll have readings to do and your Leadership Development Activities to complete before the final lesson where we wrap everything up. Enjoy! Below please find your welcome video for lesson ten.
Watch our video to lesson ten: Candor Cancellation #9, The Avoider
Below Please Find Your Lesson Ten Video
Reading and Resources
Skim the References section of your Candid and Compassionate Feedback book–pick three resources to read to deepen your knowledge about feedback
Candor Cancellation #9–The Avoider: Ahhh, the avoider. Someone who ducks situations. Don’t be a leader who avoids problems. Leadership requires a voice, and when we keep quiet or silence others on an issue, we concede to a continuation of the problem.
Scenario: Exasperated, Mr. James sat in the assistant principal’s office, blaming his team for derailing the momentum they needed with technology integration. In particular, he focused on two veteran teachers on the team and how they were “stuck in their ways.” Unfortunately, some of their concerns were valid.
Impact: The problem is that when leaders avoid concerns, they are communicating that they don’t really care about it. That’s the opposite of leading with candid and compassionate feedback.
Avoidance is the ultimate candor cancellation because it demonstrates a lack of concern and a lack of expectations for ourselves as a servant to the vision that we set.
Leadership Development Activities
Before the next session, complete the following:
- Can you think of a time that you avoided an individual’s concerns about an initiative or something else?
- Identify someone who you should listen to more despite it being difficult. Set up a meeting with them and plan to ask questions.