I was astonished and alarmed to feel the building shudder each time the heavy vehicle went past. The doors inside my home rattled loudly, pictures slewed on the walls and cracks appeared around the window and door frames. I felt a new and urgent empathy with people living in earthquake-prone zones. I couldn’t believe it. Phone in hand, I hurriedly called the construction site manager. He sounded surprised but agreed to come and inspect the damage the following week.
Sure enough, the doorbell rang and here were 2 men dressed in hard hats and safety outfits on the doorstep. The contract manager with whom I had spoken previously introduced himself politely. The other, apparently the local site manager, stood back with distinct reluctance and scepticism written on his face. I reached out, shook hands then took them for a guided tour of the house, pointing out various cracks on route. Their reactions and responses couldn’t have been more different.
The contract manager listened carefully, took note of the damage and promised to ensure it would be rectified quickly, explaining what that would involve in practice. He also offered to inspect the exterior walls to check for any signs of structural damage. The site manager, by contrast, insisted in defensive tone that the vehicle could not have shaken the house, that the cracks could not have been caused by shaking and that they are, instead, a normal part of a building settling. Right.
So what are some lessons here for leaders, coaches, OD and trainers? I will list a few that spring to mind: 1. How open are we to invite and receive critical feedback on our leadership, interventions, actions or services? 2. How do others feel when they give us feedback? 3. How do we respond to feedback, especially if it is unsolicited or may leave us looking and feeling vulnerable, foolish or mistaken? 4. If/when cracks appear, what do we do to restore relationship, confidence and trust?
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