Читать книгу Reframing Academic Leadership - Lee G. Bolman - Страница 36

The risk of asking for feedback is that you may not like what you hear. If that's true, say so – the other person will sense it anyway. But don't defend your actions or explain why the feedback is wrong. You don't have to believe or act on everything that others tell you, but you want to hear them and respond in ways that encourage them to keep communicating. Be sure to thank anyone who tries to help. If you respond to feedback by rejecting it, criticizing it, or inducing guilt, the flow of future offerings will dry up quickly.

Skilled and confident academic leaders make it a point to regularly seek feedback from peers, subordinates, bosses, and other key stakeholders. Colleagues can also agree to support each other with open feedback. A seasoned coach or mentor is another alternative. Deep learning, the Talmud teaches, is only achieved in company.