By Robyn Greenspan | ExecuNet Magazine
Published August 22, 2005
An excerpt from the article:
“When CEOs can build relationships with their direct reports that include upward feedback, as well as downward feedback, the leader creates healthy, thriving organizations where positional power is less important than organizational power, where authentic open communications become the norm, and where people feel supported for their contributions,” says Judith E. Glaser, CEO, Benchmark Communications, Inc. in New York.
“When the feedback becomes mutual and mutually supportive, this sets a positive tone in the organization, reduces the fear of speaking up, allows people to share what’s on their minds, and enables leaders at all levels to grow into their next level,” adds Glaser.
