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Ongoing Feedback. How to Get It, How to Use It. J–B CCL (Center for Creative Leadership)

  • ID: 2505200
  • Book
  • July 2012
  • 22 Pages
  • John Wiley and Sons Ltd
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If you are a manager who has just completed a leadership development experience, such as attending a program or receiving feedback from a 360–degree instrument, or have just experienced a career transition, such as a promotion or a lateral move to a more challenging position, this guidebook can help. You now realize that it is necessary to develop some new skills, use skills that haven t yet been tested, or hone current skills and abilities. Such skill work requires ongoing feedback from others to help track progress and give an indication of how much more needs to be done.
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How to Get Feedback

Who to Ask for It

When to Ask for It

How to Ask for It

16 How to Use It

Make Sure You Evaluate It

Do These Things If You Decide Not to Use It

18 Practice Makes Permanent

19 Feedback Checklist

20 Suggested Readings

20 Background

22 Key Point Summary

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This series of guidebooks draws on the practical knowledge that the
Center for Creative Leadership (CCL
) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared–in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today′s leadership and organizational challenges.

The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL′s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide.

Karen Kirkland is feedback and coaching manager at CCL s San Diego campus. She has had many years experience as a feedback specialist and has held numerous academic positions. Kirkland cofounded a large psychology practice corporation, the Colorado Center for Psychology, P.C., and has published extensively in psychology research. She holds a Ph.D. in clinical psychology from the University of Missouri.

Sam Manoogian is a private consultant who specializes in executive coaching on leadership development issues. He is also an adjunct with CCL. Formerly, Manoogian was chief assessor for feedback specialists at all of CCL s campuses. In that role, he monitored and managed the feedback process for all of CCL s leadership development programs. Manoogian also directed the Awareness Program for Executive Excellence (APEX), an intensive development experience for senior–level managers. He holds a Ph.D. in clinical psychology from St. Louis University.

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