I am the founder and chief executive of a successful consulting firm employing about 100 high-fliers. I pride myself on my skills as a coach, mentor and leader. But at a recent industry seminar, I let slip that over the years I had made every female colleague cry and many males well-up. The others recoiled in horror and suggested I needed urgently to rethink my management style.
I pointed out that the tears had come when I pointed out deficiencies in colleagues’ work, which had almost invariably improved as a result.
I’ve never lost a member of staff because they felt bullied, indeed I know I inspire loyalty.
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