Over 60% of CEOs are fired for relationship failures, not performance. This framework closes the gap between how leaders see themselves and how others see them through continuous feedback instead of annual reviews.
Chapters
Full View of You Leadership. What does that mean? Well, you know, there's, there's this, if you just imagine in the middle is you, and you fully understand or think you know who you are. And yet there's all these others who have perceptions of you, which may or may not be true, by the way, right? We all have our own truths. So just knowing them, though, about those truths, because every truth happens with interaction. So if you have one interaction that wasn't quite good, and it was only one interaction, you have very small data points with that person. Person. As you move along and create that kind of deeper, emotionally connected or deeper understanding relationship, you get larger views or more, more or deeper views with that people. And we'll get, talk about how that sort of independent evaluation will be really important for you as, as you, as you move along. And doing this actively daily is what really sets aside the good from the great leaders. Why is this so important? Here's some information. CEOs, leaders, really like you and me, are the ones who are shouldering the pressure from customers and employees and boards of directors. And you could feel like you're pushing a boulder up a hill with all of this massive pressure on you. And, you know, over 60% of CEOs are fired because of these relationship issues, you know, with the board, key leadership skill sets, ignoring signals around them and alienating the management team. So these things happen regardless of whether they mean to do them or not. You may not know you're doing it. And that's the point of this, that most people fail because they don't know and they don't take the time to know. The stats are over 60% of CEOs and C-suite leaders get fired because they are not given consistent feedback. You're like a frog who's slowly boiling in water until it's too late. There's the frog over there in the boiling water. They wait a year to get the review until it's too late. So, you know, the yearly performance appraisal, it's one of the most ridiculous things in HR today. Everybody agrees on it, because what we need now more than ever is consistent feedback, feed-forward advice, so we know where we stand at all times, and we can, we can correct or be able to create more consensus between those individuals to, to enable our best selves to come out, our best leadership to come out on a consistent basis, or to right things that perhaps are wrong and need to be reset. And I don't think that's right. I don't think it's fair. And that's, that's why this process, my process, is so successful, because it gives you that chance to understand the perceptions and that analysis, do the cost-benefit, and make great things happen, achieve your goals. So with a reliable system for building trust and relationship with your, with your board and your management team, which is where it starts, you can escape this boiling pot, escape it, and sort of get that boulder, right, up to the top of the mountain much easier with people around you, with your board around you, with your people around you who fully understand your goals, your milestones, your vision, your, and who you are and how clear you are about, about your self-awareness and how others perceive you, which really is the main step in all of leadership effectiveness, is this understanding of who you are versus how others perceive you. It's OK if you have a gap, as long as others know you know there's a gap and that you're working out on specific things that you know are important to you to achieve your goals. That's the most important thing.
