We should always be open to feedback. However, there is great wisdom in deciding what sort of feedback to take, and what sort to ignore.
There can be fewer things more troublesome to the workplace than the introduction of a new IT system. Quite apart from the expense, a new IT system could have a significant impact on the culture of the organisation – it could dramatically change the way that people do things. People tend to be resistant to change, even change for the better. Thus it is important to secure buy-in. But how to do that?
I am approached fairly regularly to give employment references for people who have worked for me. This is something I am generally happy to do, provided it concerns an ex-employee whose work warrants a favourable reference. However, there can be awkward situations where the ex-employee’s work did not meet expectations. Such situations call for good judgement and a fair amount of sensitivity.
In my early days as a manager, I made a gigantic rod for my own back with a wide-ranging open-door policy. I was very keen to be accessible to all my staff, and it left me exhausted, under-productive, and unable to switch off. I knew then that I had to make drastic changes.
We are all human beings. We take to some people better than to others. Some we would merrily ignore, given half the chance. However, it’s a tough situation when we have to work with a person we do not like. Even more complex if we are in a position of leadership regarding such a person. So what’s the best way to deal with this?