August 28, 2025 • 29 mins
Ever find yourself fixating on that one harsh critique while ignoring dozens of positive comments? You're not alone. This deeply human tendency to focus on criticism over praise affects leaders at every level—and it could be holding you back from your full potential.
Through candid personal stories about receiving feedback on an upcoming book and observing a woman's extreme reaction to a tiny nail in a gym sauna, we explore the critical distinction between constructive feedback and chronic criticism. The first builds leaders and fuels growth; the second only drains energy and creates paralysis.
What many leaders don't realize is that generating some criticism is actually a positive sign. Drawing from experience in the media industry, we reveal why the optimal feedback ratio isn't 100% positive—it's closer to 75-80% positive and 15-25% negative. This balance indicates you're taking meaningful positions rather than playing it safe with bland, forgettable leadership that inspires no one.
The key skill for every leader to develop is discernment: knowing which voices to listen to and which to filter out. Just as consumers looking at product reviews know that items with exclusively five-star ratings often seem suspicious, leaders should be wary of seeking universal approval. The goal isn't to eliminate all criticism but to learn which feedback genuinely helps you grow.
Whether you're leading a team of thousands or simply leading yourself, mastering this distinction will transform how you receive input and ultimately determine your success. Stop giving loud critics more attention than informed advisors, and start using constructive feedback as the powerful fuel it can be for your leadership journey.
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Speaker 1 (00:00):
Constructive feedback versus chronic criticism One
you should be seeking andlistening to.
The other you should becompletely ignoring who you're
listening to, why it matters andhow it's impacting your ability
to succeed and lead in thisepisode.
Speaker 2 (00:25):
This is the Lead in 30 podcast with Russ Hill.
You cannot be serious.
Strengthen your ability to leadin less than 30 minutes.
Speaker 3 (00:37):
Lead through change.
Choose to be powerful.
Make decisions faster and withbuy-in.
Check out the new 30-dayleadership courses now available
from Lone Rock Leadership.
You can watch the previewvideos right now at lonerockio.
Speaker 1 (00:51):
You can find out all about them at lonerockio our
three new courses Welcome in tothe Lead.
In 30 podcast, in less than 30minutes, we give you a framework
, a model, a story, an example,a best practice, something to
incorporate in the way that youlead others.
I'm Russ Hill.
I make my living coaching,consulting senior executive
(01:12):
teams at some of the world'sbiggest, most amazing companies
in all kinds of differentindustries, and I'm part of the
team at Lone Rock Leadership.
At Lone Rock Leadership, again,you can find out more about we
got two parts of our businessthe executive team consulting
and the off the shelf leadershipsolutions, these courses that
(01:32):
you can purchase for yourmid-level managers.
All of that's at lonerockio.
Okay, so two recent experiencesthat I want to share with you
and why they're on my mind.
This is so important, you all,and it is not easy.
It's not easy to to, um, to dothis, to what to, to do what I'm
(01:55):
, what I'm advocating in thisepisode, um, so let me share the
experiences, then we'll go intothe uh, the principle and stuff
, stuff and then and then somecall to actions, if you will.
So, um, we've got the book, ournext book, coming out soon,
right, like in the next severalweeks.
So we're just going throughthese, this process.
(02:17):
You all, don't you like?
There's a part of the designprocess that I absolutely love,
like I'm talking about thedesign, the cover design and
there's a part that I despise.
So we uh, I think we're onround three or four of the cover
designs and I still don't likeany of them.
I'm like, ah, it's like we're,we're not and and and.
(02:38):
So then you get back to thedesigner and we hired this firm
out of nashville and so, okay,um, no, it's not that one do it
this way.
And then they, they go to workand it takes them a few days and
they get you some new ones.
Like ah, no, like yeah, that'scloser, but it's like three
percent closer and I wanted tobe like 95 percent there.
Uh, it's just it's.
(03:00):
You just want to take what's inyour head and you want to just
say it to that designer.
You want to just come back withsome immediate designs and I
can't wait for AI to get good atthis.
Ai just sucks at it to the mostpart, but you can see the day
and age where AI is going to bereally, really good at it.
But, visually, most AI toolsthat I've seen just are not
(03:21):
there yet.
Occasionally they'll outputsomething like whoa.
That's pretty good, but thatI've seen just are not there yet
.
Occasionally they'll outputsomething like whoa, that's
pretty good, but most of you arelike, uh, yeah, not so much.
Um, so anyway, we're, we've gotthe design going on and then
we've got the advanced copy.
So all 70,000 words or whateverit is, um, we've, uh, we've
gotten out to a group of 30 to40 executives, layers of of
(03:43):
organizations that um at, atcompanies that we work with or
that we uh that are, that are um, we're aware of and um, and so
we're at the point now.
So you give them that, you givethem the advanced manuscript
right, it's not final.
Then you have them.
This is the whole point.
I'm getting to criticism andfeedback.
This is what it made me thinkabout it again.
(04:04):
Um, so you get the manuscriptout to people and then we, we
create this, this feedback umspot, right, so they go, they
log in and they, they take fivein these executives.
They don't have time to to to,they got companies to run,
business units to run, so youcan't ask too much of them, but
you want them to weigh in andgive some feedback.
So, um, the the feedback's beencoming in the last two weeks,
(04:28):
like the forms are gettingsubmitted, they're filling it
out, and so you got about halfof these folks that we've asked
for feedback that are high levelsenior executives in Fortune 50
, fortune 100 companies and thereal deal, right, like just
unbelievable that they wouldeven take time to do it.
And and then, and then we'vegot mid-level managers and folks
(04:50):
in HR and L and D and that aregiving us feedback too, and some
of those are, you know,executives, and some of them are
just lower on the org chart andum, and and maybe newer at what
they do or whatever it might be.
And so the feedback's coming inand some of it's quantitative
and some of it's qualitative,right, so you're asking them for
a rate this.
(05:11):
So, for instance, one of thefirst questions is on a.
We're doing like the Amazonscale, right, like one to five
stars, and so you look at thesereviews and you get four stars,
four and a half stars, fivestars, five stars, five stars,
five stars, four stars, fourstars, two.
Wait what?
Five stars, five stars, fivestars, four, four, four, four,
(05:36):
four, five, five, two.
You're like what?
Okay.
So which one?
You know where I'm going onthis, because I'm talking about
you.
I'm talking about how thisapplies to all of us.
I'm talking about how thisapplies to your mid-level
managers and leaders throughoutyour organization.
But let's talk about you for aminute.
(05:58):
Which one of those reviews thatI decided you're looking at this
data flowing in which one ofthose are you clicking on first?
Which one are you going to readfirst?
Don't lie, you know what it'swhat it is.
It's the two star, right, itjust grabs your attention.
You're like wait, someone justcalled our baby ugly.
(06:21):
Someone just said this booksucks, sucks.
Someone just said what I spentthe last four years working on
is a piece of crap, and you knowthat I spent whatever there's,
all these processes to writing abook.
And so, um, you're like okay,click on that two star.
Okay, you're reading through it.
And they're like and let megive you an example.
(06:41):
So some of them are like ah,this is, and they're not anyone
that gives you, like, a two-starreview like that.
They are not mincing words,they are coming in with spears
and arrows, with sharp points,and so this sucks.
That could have been better, andin the introduction.
(07:03):
You said this, but you then youdidn't deliver on this.
And where are the end notes andall the chapters?
And why isn't this cited?
And where's that?
And I didn't think this wasgreat and you need to redo that.
Whatever, you're like, oh mygosh, oh my gosh, like.
And then we, we, we kept the uh,the feedback anonymous, right,
(07:24):
because we wanted right, causewe wanted people to be just, we
want them to be unleashed.
We didn't want them to go, youknow, like some senior executive
that we've worked with for 14years or eight years or whatever
and we've got a greatrelationship with.
We didn't want them to holdback and worry about offending
us and saying something that youknow, might, might, um, that
they worry, might we might takethe wrong way anyway.
(07:45):
So you don't, you want to know,you want to know who is this
person, who is this person thatwrote the two-star review?
And then you're reading throughit and and you're like, oh,
that's interesting.
Okay, well, maybe it does suck,maybe they're right, maybe we
should have spent more time onthat, maybe it's not as good as
(08:09):
we thought and maybe, like it'sjust demoralizing, debilitating,
it sucks the air out of you andit depends on your mood.
It depends on the day, right,like, sometimes, some days, some
moments, you read that two starreviewer like, oh, you're,
(08:31):
you're the loser.
I mean I'm exaggerating to somedegree and uh, just to have fun
with it.
But you're like, okay, thisperson clearly is either having
a bad day or, um, should havebeen a librarian.
Well, I mean, I shouldn't saythat because that's the
librarians are cool, right, likethey're good.
But you know what I mean.
Like should have been the.
(08:52):
Uh, I don't know I'm going tooffend anybody with the example.
I didn't mean that librariansare awesome.
I, most of you are super sweetand whatever.
But you know what I mean.
Like the, the, the, the supercritical person of whatever,
right, that's just kind of likejust stewing out there, whatever
, so, so sometimes you're in amood where you can read that
criticism and you're like, okay,it doesn't, doesn't really
(09:13):
affect you.
And then other days, let's justbe honest with each other,
right?
I mean, there are a few of youout there that are outliers.
There are some of you that younever have a day, never in your
life has there been a day whereyou've been able to discount,
ignore, mute, um and and filtercriticism in the way I'm
describing You've never beenable to do that.
(09:34):
It's always debilitating, it'salways profoundly affects you.
And then there are others of youwho are listening that you
don't even know you have critics, or you view it as a sign of
strength.
You're like oh yeah, those arethe people with the low IQ,
those are the people that don'tknow what they're talking about.
They don't have a like, youdon't ever pay any attention to
(09:57):
them, and I think most of usfall in the middle right and and
so so I'm, I'm, I'm listening,I'm reading these.
I'm finding myself giving toomuch value to the two star,
because what are the others?
Five star, five star, five star, five star, five star, four
star, four star, four star, five, four, five, four, two.
(10:18):
Well, I'm, I'm like glossingover the fives and the fours,
like I'll click on a few of them, be like oh man, yeah, they
called us smart.
That feels really good, or they, they or I, or they.
They say it's good and I'm soglad.
And then we have them ratecertain chapters, like which
chapters did you like the most?
(10:38):
Which ones did you like theleast?
What stood out to you?
Give us some quantitative orsome qualitative data on this.
You know, answer a few of thesequestions and we only can ask
you know you got to take fiveminutes or less, otherwise this
is just painful.
And so you're reading through,you're like it makes you feel
good, like, oh, I'm glad theysaw that, I'm glad they liked
that, oh, I'm glad that wasimpactful for them, I'm glad
(10:59):
that made a difference for them.
Um, and so you, you know thosemake you feel good, but it's the
two stars that that really drawyour attention, are the one
stars.
So I'm gonna table that example.
I'm going back to it in a minutebut I want to share another one
, because on the exact day thatI was reading some of this, some
(11:21):
of these reviews that you know,the data that our team's
getting and it's coming in andthat they're sharing and I'm
looking at, and the exact dayI'm looking at this, I'm, I'm, I
.
I go to the gym and in theafter, after the, the workout,
like I've been trying to pushpretty hard, you go through
these phases and workouts, right, or training, where you're just
(11:44):
sometimes you're just not intoit as much as you could be Other
times you're like just goingthrough the motions, you're like
showing up, or you're going forthe run or you're doing the
whatever and you're, you're good, but like you're not really,
you're not really pushingyourself, you're just going
through the motion and that's.
I mean, that's better than notdoing it right, like, got to
(12:04):
give ourselves credit for thatand um.
This goes back to, uh, jimcollins's scale that, now that I
think about it, that I reallylove um, which I talked about
maybe 20, 30, 40 episodes ago Ican't keep track and where he
would rate progress, like likeparticular days and um, and on a
scale of negative two topositive two.
I just think this is so good.
(12:27):
I'm not going to do the episodeon this, but just a quick aside
on it.
So, because it's on my mind asI say that and um and so some
days at the gym, I'll apply tothe gym, but it applies towards
progress, towards any goal oroutcome that you're working at
in, at work or in your personallife.
And some days, negative two,like that, that's a day where
(12:47):
not only did I not go to the gym, but I ate like a whole large
pizza and I drank um four umpizza and I drank um four?
Um mountain dew uh, two liters.
Is that even possible.
That's a.
That might be like a negativesix, but jim collins is a scale
jim collins, by the way, youguys, so you don't know him.
He wrote good to great, likeused to be.
(13:08):
He's still jim.
Jim's still out there.
He's amazing.
Um, he did a lot of goodresearch.
Good to great.
It's interesting.
I, I re-listened to good togreat.
Um, during the last four yearswhen we were working on our
books.
I'm like, okay, this is a bookthat really I really liked it.
It was a bestseller, yada, yada, yada.
And it's really interesting now, 20, 30 years later, to listen
(13:28):
to good to great, which was abig deal, a bit kind of like
atomic habits today, or, um, youknow the craze.
Or right now, actually, um, youknow, at least in the, the
personal self-help it's, it'sall about the let them theory,
you know, by mel and, and.
So there are these books thatpop up at times and like they're
, they're really hot for a yearor two or three, right, or maybe
(13:49):
six months.
And so, jim, good to great waslike.
I remember when the executivesof the media company that I
worked at they gave that copy toall of us.
That was the first book I wasever given, given um by by our
company, and we didn't doanything with it.
I mean, we talked about it alittle bit, just like pretty
much any book.
That which now, in retrospect,drives me insane because I'm
like, why are we wasting moneyand time on on these books when
(14:11):
we're not actually implementingit?
But whatever, that's another,that's another topic.
So, um, so the book comes out,so Jim's the author of that.
So, negative two to positive twois the scale.
So on a day where you didn't goto the gym and you didn't, you
know, maybe you ate really lousyor whatever.
Negative two Like thatnegatively affected your
progress towards the goal.
But most days are like a zero.
(14:33):
Most days are a zero or a oneLike.
So we went to the gym but wereally didn't push ourselves and
we only did like a 20 minuteworkout or we spent most of the
time during the hour.
You know, you look at theteenagers that go to the gym.
It's so funny, it's like socialhour and I'm glad they're there
and so many other places theycould be and so many other
(14:54):
things they could be doing thatare not good.
So I'm, they're there and somany other places they could be
and so many other things theycould be doing that are not good
.
So I, I I'm super appreciativeor complimentary of them going,
but you're looking at theworkout.
You're like, dude, bro, that'sa zero.
Like your workout today's azero, it's not.
I'm glad you're here, but it'snot really moving you towards
anything.
Um, it's not negativelyaffecting you, it's not
positively affecting you, butmost so most days at the gym
(15:14):
we're a zero or a one like, yeah, we're making a little progress
, but then you have thoseworkouts like a two, like, um,
that like really strong, itmoved you towards your goal,
you're pushing it hard, so,anyway, so I'm, I'm, I'm trying
to do these workouts that aretwos right now on that scale,
and um and and so, um, I'm.
(15:38):
One of the things that'shappening is that's tightening
me up.
So when you put yourself harder, you get more sore and you
gotta be super careful aboutform and all these sorts of
things.
You all, don't, don't, don't,don't.
Those of you that know me, uh,which is not many of you that
listen, because the vastmajority of people who listen
we've never met, or you're insome other country, or whatever
else, or um, whatever, so the,the, the, those, if you knew me,
(16:02):
you'd be like oh Russ.
So, in other words, you'repicking up the 10 pound dumbbell
, like don't get the wrong senseLike I'm, I'm uh, I am nowhere
near, um, any kind of example inthe fitness or exercise space,
but anyway.
So you got to worry about aform and you got to be careful
about that.
So I'm getting super tight.
So I'm thinking, okay, well, Ineed to spend a little bit more,
(16:23):
I need to go to the sauna atthe gym, because that loosens
you up, and lots of differentreasons to go there for
cardiovascular reasons, andwhatever.
You can do the research, askchat, gpt or GROK or Gemini or
whatever, and they'll tell youall these benefits, which I've
done, obviously.
And I'm like, oh my gosh, youneed to spend more time in there
.
So I'm in there, I'm in thererecently and there's hardly
(16:44):
anybody in, which is wonderful.
And uh, and this employee comesin and she's like, excuse me,
you know, like I need I, can youguys move just a little bit?
And I've got my AirPods and I'mlistening.
I'm actually at the time I waslistening to a transcript of one
of the chapters of our book Um,just w?
Okay, what needs to change?
Whatever else.
So I'm listening to the audio,so, but, but, but she gets us to
(17:07):
move, and she's, and so one ofthe other people in the sauna,
they're like two other people.
It's like, hey, what are youlooking for?
What's going on?
She's like, well, we have thesecomplaints that there's this
nail sticking up and it'stotally injuring people and
whatever else.
And I'm like, okay, and so shelooks around, she can't find it
and she's like, oh, sorry aboutthat.
And the three of us that are inthere would have like, yeah, I
(17:27):
don't see it.
Nope, it doesn't look likethere's an issue.
Okay, later this woman comes inum on fire, like she is, she's
raging, and she's like it'sright, like, excuse me, and
she's like almost pushes, pushesanother gym member out of the
way from where he's sitting,like excuse me, and like it
(17:48):
wasn't, it wasn't even remotelypolite, and so she pushes him
out.
He's like, oh, okay, moves over.
And she's like it's right there, right there.
And and the manager or somebodyat the gym who followed her in
um looks at this little nail andhe's like, oh, okay, yeah, and
he wasn't minimizing it, but hewas like you could kind of tell
by his body language and histone that, oh, it's like a tiny,
(18:12):
tiny little tip of a nailpoking out.
Was she right?
She was right, it was pokingout, and uh, and he said
something like oh yeah, okay,we're gonna have to, we're gonna
have to, uh, fix that and shegoes off.
She's like, yeah, this wholething is um shoddy workmanship.
Like, this thing's just, it'sjust poorly built, the whole
thing's poorly built.
She goes and that nail and sheuses some uh expletives.
(18:35):
She's like that ripped my pantsand now people can see my whole
bbb, whatever, and and, andthen she just kind of storms out
of the sauna and the guy islike, okay, yeah, oh, so he
walks out.
So I'm looking at the nail theyleave and it's kind of right
next to me.
I'm'm looking at this littlenail and I'm thinking about
(18:57):
these reviews.
You see how this is connectedand I'm thinking, oh my gosh,
she like declared the saunashoddy workmanship, she
denounced the whole thing, shecriticized the entire
construction project that builtthis thing, because one little
(19:19):
tiny tip of a nail is poking outof this spot.
That's the two star review,that's the one star review.
Those are the people I'm goingto call them in this episode
Chronic criticism they are.
They are the producers, thegenerators of chronic criticism.
(19:42):
So here's one of the takeawaysI want you thinking about
Constructive feedback buildsleaders.
Constructive feedback is fuelfor growth and success.
Chronic criticism drainsleaders.
(20:03):
There's no value in it.
So you might, you might listento that and say, russ, that's
kind of harsh, like I don't knowif that's true.
Constructive feedback buildsleaders.
Chronic criticism drains them.
The two-star review wasdraining.
(20:24):
I cannot address all of theelements in that feedback.
It's impossible.
Throw the book out, start over,begin again.
That's basically what therewere two of them to what those
two people want us to do.
The lady in the sauna youcannot please her, it will, will
(20:50):
not happen.
She is looking for the nail andso these and and the same thing
.
So this product isn't for them.
Like the people that gave usthe two-star review on that
thing, the book's just not forthem.
That's okay.
There's nothing wrong with them, necessarily, I'm not.
(21:12):
I'm not trying to be criticalof them per se, it's just, oh,
this product or service is notfor them.
I'll give you one other quickexample of this Um and I've
shared it before in the mediabusiness, when I would employ
personalities on the air one ofthe radio stations, so sports
(21:33):
talk, news talk, right.
So it's a talk radio and it'sgot personalities, which is way
harder to build than a musicstation, because a music station
you plug in in any market andyou just figure out what that
market likes and that you know.
Okay, we're going to playoldies.
Okay, we're going to play um,alternative rock.
Okay, we're going to play this,whatever.
(21:54):
And then we're that's what youdo.
Well, for, for a spoken wordstation, some talk like you've
got to aim at a particularaudience, you got to find out
what way they lean, how they,what teams they cheer for, what
they think, and yet you got it.
And then you got to havepersonalities on the air that
are generating um, that that aregenerating followers, and and
(22:14):
so the station one of thestations that I took over
inherited once when I was anexecutive in the media business
had incredibly low ratings.
It was like non-existent, likenot even on the left side of the
decimal point in ratings.
Okay, barely breathing existing.
And do you know what was on theleft side of the decimal point
in ratings?
Okay, barely breathing existing.
(22:35):
And do you know what was on theair?
Totally agreeable, um, likevanilla personalities, all like
good people, like really good,but they were just like not
offending anyone, not taking anypositions and just kind of
being out there.
This is why all the news mediawent, and it pains me to say,
because it's, I think, sodestructive the way it's played
(22:56):
out.
But the facts are the facts.
And so the stations that don'thave an opinion typically
generate very little ratings,very low ratings.
But when you get on the air andyou say I think this is wrong
or that should be this way orwhatever, you take a position
and the ratings go up.
It's just the way that it is.
And so what?
The formula of?
So I dug into this with higherconsultants and researched it
(23:20):
and whatever else revenue in amarket.
I needed personalities on theair sports, news, political,
whatever that would generateabout 15 to 25% somewhere in
that range.
Negative feedback, chroniccriticism, people who despise
them, and I needed 75 to 80% ofthe listeners to love them, to
(23:46):
go.
Yep, that's good.
Nope, I agree with that.
No, that's interesting.
The same applies to you.
It's absolutely fundamentallytrue.
You aren't showing up, you'renot making a difference, you're
not having impact If you don'thave the two star reviews, if
you don't have people around whoare screaming about the nails.
(24:06):
Who are screaming about thenails.
And so point number one is oh,that means you actually showed
up, because what we could havedone is written a book that
generated all three-star reviewsyou with me, you tracking with
me.
It was just kind of decent andgood and wasn't whatever, not
(24:27):
provocative, and didn't reallytake a position, and so it just
had a ton of three-star reviews.
I don't want the three-starproduct and I'm certainly not
paying a lot for a three-starproduct.
So, in order to generate thefive-star product or the 4.5
star, it's debatable if you cangenerate a five, right, because
anyway.
So so the five to generate the4.5, the five point star product
(24:51):
, you got to take a position,which means you're going to have
some one or two star reviews.
When I look at a product, do youdo this too?
When I click on something onAmazon or whatever site, and I
see that it has, what are youlooking for?
This is actually reallyinteresting.
Are you looking for 95%five-star reviews?
Cause you know what that means?
It's a scam.
(25:11):
They bought those, they boughtthose reviews, or it's all
family members or whatever,right, it's a bot that's doing
it.
What I want is 80, 85%.
I'm buying products all thetime with 75% to 85%, 90%,
(25:32):
five-star, four-star reviewsdone, bought it, good, and what
do I think about the one or twostar?
Like?
I click on it, don't you too?
I click on the one or two starreview sometimes and I'm like,
are these people real?
Like hello, um, what do theycall it?
What do the kids call it?
Hello, Karen?
Like, okay, yeah, that's the,that's the Karen that's doing it
(25:54):
.
And so what?
You don't want to aim togenerate a three-star experience
, to be a three-star leader.
You want to be a four or fourand a half star.
You want to be making that kindof an impact, which means you
got to understand that, that,that, that, the, the, the.
This criticism is going to bethere.
So what do I want you to do?
(26:14):
Number one look at it and ifyou're not generating the, the,
the, the two-star, one-starreviews, you're not.
You're not taking enough of astrong position, like I talked
about in the last episode,you're not doing anything really
meaningful or notable.
In our book, we take strongpositions.
The stories are really, reallypowerful.
They're strong, they get yourattention.
(26:36):
Now, are they perfect?
Is everything?
No, of course not.
It's not a 5.5 star.
It's not a 5.0 perfect, butcrap.
I hope it's a four or four anda half like really, really good.
And so, number one, that you gotto look at that.
Number two who are you payingattention to?
Constructive feedback buildsleaders.
(26:56):
Chronic criticism drains them.
We cannot spend a lot of energyreading the two-star reviews.
So I got that out of my system.
I went and read more of thefour and the fives and I went.
So I got that out of my system.
I went and read more of thefour and the fives and I went.
Okay, and and, and there's goodfeedback in here.
There's good, good things toimprove on, there are things to
incorporate, and so don't giveloud critics more attention than
(27:25):
informed advisors.
Don't give loud critics moreattention than informed advisors
.
So you want to filter whatyou're receiving back to go is
this constructive feedback orchronic criticism?
Then you want to extract theinformation that is useful in
(27:46):
all of that feedback to be ableto know what's super valuable.
What do you need to incorporate?
And then you use theconstructive feedback, the
informed feedback, to sharpenyour leadership.
It's fuel.
It's the fuel to make youbetter.
It's the fuel to help youachieve your potential.
(28:07):
Those other reviews, like we'remaking the window on this
advanced group giving usfeedback is closing and then as
soon as that window closes herein the next few days, then we go
back and like we're fine tuning.
I can't wait to do that.
I'm so excited for us to go inand tighten it and make it
better.
Like all of those four starsand the feedback they give is
incredibly helpful.
(28:28):
Four stars and the feedbackthey give is incredibly helpful.
Oh my gosh, am I so glad thatwe asked all those people for
for their perspective, to readit, to judge it, to look at it,
to evaluate it.
You want the same.
You're constantly asking forfeedback.
You're constantly looking atyourself through the eyes of
others.
You are ignoring, minimizing,not paying a lot of attention.
(28:50):
There might be a little pearl,like a little something useful
in the two-star review or theone-star review.
You might get some oh, that'sinteresting, okay, and so you're
going to consider it, thinkabout it, but you're not going
to be obsessed by it.
You're not going to beparalyzed by it.
Constructive feedback buildsleaders.
It fuels success.
(29:11):
Constructive criticism it'sdraining and not useful.
Speaker 2 (29:22):
That's what's on my mind in this episode of the Lead
in 30 podcast.
Share this episode with acolleague, your team or a friend
.
Tap on the share button andtext the link.
Thanks for listening to thelead in 30 podcast with Russ
Hill.
Constructive feedback versus chronic criticism One
you should be seeking andlistening to.
The other you should becompletely ignoring who you're
listening to, why it matters andhow it's impacting your ability
to succeed and lead in thisepisode.
Speaker 2 (00:25):
This is the Lead in 30 podcast with Russ Hill.
You cannot be serious.
Strengthen your ability to leadin less than 30 minutes.
Speaker 3 (00:37):
Lead through change.
Choose to be powerful.
Make decisions faster and withbuy-in.
Check out the new 30-dayleadership courses now available
from Lone Rock Leadership.
You can watch the previewvideos right now at lonerockio.
Speaker 1 (00:51):
You can find out all about them at lonerockio our
three new courses Welcome in tothe Lead.
In 30 podcast, in less than 30minutes, we give you a framework
, a model, a story, an example,a best practice, something to
incorporate in the way that youlead others.
I'm Russ Hill.
I make my living coaching,consulting senior executive
(01:12):
teams at some of the world'sbiggest, most amazing companies
in all kinds of differentindustries, and I'm part of the
team at Lone Rock Leadership.
At Lone Rock Leadership, again,you can find out more about we
got two parts of our businessthe executive team consulting
and the off the shelf leadershipsolutions, these courses that
(01:32):
you can purchase for yourmid-level managers.
All of that's at lonerockio.
Okay, so two recent experiencesthat I want to share with you
and why they're on my mind.
This is so important, you all,and it is not easy.
It's not easy to to, um, to dothis, to what to, to do what I'm
(01:55):
, what I'm advocating in thisepisode, um, so let me share the
experiences, then we'll go intothe uh, the principle and stuff
, stuff and then and then somecall to actions, if you will.
So, um, we've got the book, ournext book, coming out soon,
right, like in the next severalweeks.
So we're just going throughthese, this process.
(02:17):
You all, don't you like?
There's a part of the designprocess that I absolutely love,
like I'm talking about thedesign, the cover design and
there's a part that I despise.
So we uh, I think we're onround three or four of the cover
designs and I still don't likeany of them.
I'm like, ah, it's like we're,we're not and and and.
(02:38):
So then you get back to thedesigner and we hired this firm
out of nashville and so, okay,um, no, it's not that one do it
this way.
And then they, they go to workand it takes them a few days and
they get you some new ones.
Like ah, no, like yeah, that'scloser, but it's like three
percent closer and I wanted tobe like 95 percent there.
Uh, it's just it's.
(03:00):
You just want to take what's inyour head and you want to just
say it to that designer.
You want to just come back withsome immediate designs and I
can't wait for AI to get good atthis.
Ai just sucks at it to the mostpart, but you can see the day
and age where AI is going to bereally, really good at it.
But, visually, most AI toolsthat I've seen just are not
(03:21):
there yet.
Occasionally they'll outputsomething like whoa.
That's pretty good, but thatI've seen just are not there yet
.
Occasionally they'll outputsomething like whoa, that's
pretty good, but most of you arelike, uh, yeah, not so much.
Um, so anyway, we're, we've gotthe design going on and then
we've got the advanced copy.
So all 70,000 words or whateverit is, um, we've, uh, we've
gotten out to a group of 30 to40 executives, layers of of
(03:43):
organizations that um at, atcompanies that we work with or
that we uh that are, that are um, we're aware of and um, and so
we're at the point now.
So you give them that, you givethem the advanced manuscript
right, it's not final.
Then you have them.
This is the whole point.
I'm getting to criticism andfeedback.
This is what it made me thinkabout it again.
(04:04):
Um, so you get the manuscriptout to people and then we, we
create this, this feedback umspot, right, so they go, they
log in and they, they take fivein these executives.
They don't have time to to to,they got companies to run,
business units to run, so youcan't ask too much of them, but
you want them to weigh in andgive some feedback.
So, um, the the feedback's beencoming in the last two weeks,
(04:28):
like the forms are gettingsubmitted, they're filling it
out, and so you got about halfof these folks that we've asked
for feedback that are high levelsenior executives in Fortune 50
, fortune 100 companies and thereal deal, right, like just
unbelievable that they wouldeven take time to do it.
And and then, and then we'vegot mid-level managers and folks
(04:50):
in HR and L and D and that aregiving us feedback too, and some
of those are, you know,executives, and some of them are
just lower on the org chart andum, and and maybe newer at what
they do or whatever it might be.
And so the feedback's coming inand some of it's quantitative
and some of it's qualitative,right, so you're asking them for
a rate this.
(05:11):
So, for instance, one of thefirst questions is on a.
We're doing like the Amazonscale, right, like one to five
stars, and so you look at thesereviews and you get four stars,
four and a half stars, fivestars, five stars, five stars,
five stars, four stars, fourstars, two.
Wait what?
Five stars, five stars, fivestars, four, four, four, four,
(05:36):
four, five, five, two.
You're like what?
Okay.
So which one?
You know where I'm going onthis, because I'm talking about
you.
I'm talking about how thisapplies to all of us.
I'm talking about how thisapplies to your mid-level
managers and leaders throughoutyour organization.
But let's talk about you for aminute.
(05:58):
Which one of those reviews thatI decided you're looking at this
data flowing in which one ofthose are you clicking on first?
Which one are you going to readfirst?
Don't lie, you know what it'swhat it is.
It's the two star, right, itjust grabs your attention.
You're like wait, someone justcalled our baby ugly.
(06:21):
Someone just said this booksucks, sucks.
Someone just said what I spentthe last four years working on
is a piece of crap, and you knowthat I spent whatever there's,
all these processes to writing abook.
And so, um, you're like okay,click on that two star.
Okay, you're reading through it.
And they're like and let megive you an example.
(06:41):
So some of them are like ah,this is, and they're not anyone
that gives you, like, a two-starreview like that.
They are not mincing words,they are coming in with spears
and arrows, with sharp points,and so this sucks.
That could have been better, andin the introduction.
(07:03):
You said this, but you then youdidn't deliver on this.
And where are the end notes andall the chapters?
And why isn't this cited?
And where's that?
And I didn't think this wasgreat and you need to redo that.
Whatever, you're like, oh mygosh, oh my gosh, like.
And then we, we, we kept the uh,the feedback anonymous, right,
(07:24):
because we wanted right, causewe wanted people to be just, we
want them to be unleashed.
We didn't want them to go, youknow, like some senior executive
that we've worked with for 14years or eight years or whatever
and we've got a greatrelationship with.
We didn't want them to holdback and worry about offending
us and saying something that youknow, might, might, um, that
they worry, might we might takethe wrong way anyway.
(07:45):
So you don't, you want to know,you want to know who is this
person, who is this person thatwrote the two-star review?
And then you're reading throughit and and you're like, oh,
that's interesting.
Okay, well, maybe it does suck,maybe they're right, maybe we
should have spent more time onthat, maybe it's not as good as
(08:09):
we thought and maybe, like it'sjust demoralizing, debilitating,
it sucks the air out of you andit depends on your mood.
It depends on the day, right,like, sometimes, some days, some
moments, you read that two starreviewer like, oh, you're,
(08:31):
you're the loser.
I mean I'm exaggerating to somedegree and uh, just to have fun
with it.
But you're like, okay, thisperson clearly is either having
a bad day or, um, should havebeen a librarian.
Well, I mean, I shouldn't saythat because that's the
librarians are cool, right, likethey're good.
But you know what I mean.
Like should have been the.
(08:52):
Uh, I don't know I'm going tooffend anybody with the example.
I didn't mean that librariansare awesome.
I, most of you are super sweetand whatever.
But you know what I mean.
Like the, the, the, the supercritical person of whatever,
right, that's just kind of likejust stewing out there, whatever
, so, so sometimes you're in amood where you can read that
criticism and you're like, okay,it doesn't, doesn't really
(09:13):
affect you.
And then other days, let's justbe honest with each other,
right?
I mean, there are a few of youout there that are outliers.
There are some of you that younever have a day, never in your
life has there been a day whereyou've been able to discount,
ignore, mute, um and and filtercriticism in the way I'm
describing You've never beenable to do that.
(09:34):
It's always debilitating, it'salways profoundly affects you.
And then there are others of youwho are listening that you
don't even know you have critics, or you view it as a sign of
strength.
You're like oh yeah, those arethe people with the low IQ,
those are the people that don'tknow what they're talking about.
They don't have a like, youdon't ever pay any attention to
(09:57):
them, and I think most of usfall in the middle right and and
so so I'm, I'm, I'm listening,I'm reading these.
I'm finding myself giving toomuch value to the two star,
because what are the others?
Five star, five star, five star, five star, five star, four
star, four star, four star, five, four, five, four, two.
(10:18):
Well, I'm, I'm like glossingover the fives and the fours,
like I'll click on a few of them, be like oh man, yeah, they
called us smart.
That feels really good, or they, they or I, or they.
They say it's good and I'm soglad.
And then we have them ratecertain chapters, like which
chapters did you like the most?
(10:38):
Which ones did you like theleast?
What stood out to you?
Give us some quantitative orsome qualitative data on this.
You know, answer a few of thesequestions and we only can ask
you know you got to take fiveminutes or less, otherwise this
is just painful.
And so you're reading through,you're like it makes you feel
good, like, oh, I'm glad theysaw that, I'm glad they liked
that, oh, I'm glad that wasimpactful for them, I'm glad
(10:59):
that made a difference for them.
Um, and so you, you know thosemake you feel good, but it's the
two stars that that really drawyour attention, are the one
stars.
So I'm gonna table that example.
I'm going back to it in a minutebut I want to share another one
, because on the exact day thatI was reading some of this, some
(11:21):
of these reviews that you know,the data that our team's
getting and it's coming in andthat they're sharing and I'm
looking at, and the exact dayI'm looking at this, I'm, I'm, I
.
I go to the gym and in theafter, after the, the workout,
like I've been trying to pushpretty hard, you go through
these phases and workouts, right, or training, where you're just
(11:44):
sometimes you're just not intoit as much as you could be Other
times you're like just goingthrough the motions, you're like
showing up, or you're going forthe run or you're doing the
whatever and you're, you're good, but like you're not really,
you're not really pushingyourself, you're just going
through the motion and that's.
I mean, that's better than notdoing it right, like, got to
(12:04):
give ourselves credit for thatand um.
This goes back to, uh, jimcollins's scale that, now that I
think about it, that I reallylove um, which I talked about
maybe 20, 30, 40 episodes ago Ican't keep track and where he
would rate progress, like likeparticular days and um, and on a
scale of negative two topositive two.
I just think this is so good.
(12:27):
I'm not going to do the episodeon this, but just a quick aside
on it.
So, because it's on my mind asI say that and um and so some
days at the gym, I'll apply tothe gym, but it applies towards
progress, towards any goal oroutcome that you're working at
in, at work or in your personallife.
And some days, negative two,like that, that's a day where
(12:47):
not only did I not go to the gym, but I ate like a whole large
pizza and I drank um four umpizza and I drank um four?
Um mountain dew uh, two liters.
Is that even possible.
That's a.
That might be like a negativesix, but jim collins is a scale
jim collins, by the way, youguys, so you don't know him.
He wrote good to great, likeused to be.
(13:08):
He's still jim.
Jim's still out there.
He's amazing.
Um, he did a lot of goodresearch.
Good to great.
It's interesting.
I, I re-listened to good togreat.
Um, during the last four yearswhen we were working on our
books.
I'm like, okay, this is a bookthat really I really liked it.
It was a bestseller, yada, yada, yada.
And it's really interesting now, 20, 30 years later, to listen
(13:28):
to good to great, which was abig deal, a bit kind of like
atomic habits today, or, um, youknow the craze.
Or right now, actually, um, youknow, at least in the, the
personal self-help it's, it'sall about the let them theory,
you know, by mel and, and.
So there are these books thatpop up at times and like they're
, they're really hot for a yearor two or three, right, or maybe
(13:49):
six months.
And so, jim, good to great waslike.
I remember when the executivesof the media company that I
worked at they gave that copy toall of us.
That was the first book I wasever given, given um by by our
company, and we didn't doanything with it.
I mean, we talked about it alittle bit, just like pretty
much any book.
That which now, in retrospect,drives me insane because I'm
like, why are we wasting moneyand time on on these books when
(14:11):
we're not actually implementingit?
But whatever, that's another,that's another topic.
So, um, so the book comes out,so Jim's the author of that.
So, negative two to positive twois the scale.
So on a day where you didn't goto the gym and you didn't, you
know, maybe you ate really lousyor whatever.
Negative two Like thatnegatively affected your
progress towards the goal.
But most days are like a zero.
(14:33):
Most days are a zero or a oneLike.
So we went to the gym but wereally didn't push ourselves and
we only did like a 20 minuteworkout or we spent most of the
time during the hour.
You know, you look at theteenagers that go to the gym.
It's so funny, it's like socialhour and I'm glad they're there
and so many other places theycould be and so many other
(14:54):
things they could be doing thatare not good.
So I'm, they're there and somany other places they could be
and so many other things theycould be doing that are not good
.
So I, I I'm super appreciativeor complimentary of them going,
but you're looking at theworkout.
You're like, dude, bro, that'sa zero.
Like your workout today's azero, it's not.
I'm glad you're here, but it'snot really moving you towards
anything.
Um, it's not negativelyaffecting you, it's not
positively affecting you, butmost so most days at the gym
(15:14):
we're a zero or a one like, yeah, we're making a little progress
, but then you have thoseworkouts like a two, like, um,
that like really strong, itmoved you towards your goal,
you're pushing it hard, so,anyway, so I'm, I'm, I'm trying
to do these workouts that aretwos right now on that scale,
and um and and so, um, I'm.
(15:38):
One of the things that'shappening is that's tightening
me up.
So when you put yourself harder, you get more sore and you
gotta be super careful aboutform and all these sorts of
things.
You all, don't, don't, don't,don't.
Those of you that know me, uh,which is not many of you that
listen, because the vastmajority of people who listen
we've never met, or you're insome other country, or whatever
else, or um, whatever, so the,the, the, those, if you knew me,
(16:02):
you'd be like oh Russ.
So, in other words, you'repicking up the 10 pound dumbbell
, like don't get the wrong senseLike I'm, I'm uh, I am nowhere
near, um, any kind of example inthe fitness or exercise space,
but anyway.
So you got to worry about aform and you got to be careful
about that.
So I'm getting super tight.
So I'm thinking, okay, well, Ineed to spend a little bit more,
(16:23):
I need to go to the sauna atthe gym, because that loosens
you up, and lots of differentreasons to go there for
cardiovascular reasons, andwhatever.
You can do the research, askchat, gpt or GROK or Gemini or
whatever, and they'll tell youall these benefits, which I've
done, obviously.
And I'm like, oh my gosh, youneed to spend more time in there
.
So I'm in there, I'm in thererecently and there's hardly
(16:44):
anybody in, which is wonderful.
And uh, and this employee comesin and she's like, excuse me,
you know, like I need I, can youguys move just a little bit?
And I've got my AirPods and I'mlistening.
I'm actually at the time I waslistening to a transcript of one
of the chapters of our book Um,just w?
Okay, what needs to change?
Whatever else.
So I'm listening to the audio,so, but, but, but she gets us to
(17:07):
move, and she's, and so one ofthe other people in the sauna,
they're like two other people.
It's like, hey, what are youlooking for?
What's going on?
She's like, well, we have thesecomplaints that there's this
nail sticking up and it'stotally injuring people and
whatever else.
And I'm like, okay, and so shelooks around, she can't find it
and she's like, oh, sorry aboutthat.
And the three of us that are inthere would have like, yeah, I
(17:27):
don't see it.
Nope, it doesn't look likethere's an issue.
Okay, later this woman comes inum on fire, like she is, she's
raging, and she's like it'sright, like, excuse me, and
she's like almost pushes, pushesanother gym member out of the
way from where he's sitting,like excuse me, and like it
(17:48):
wasn't, it wasn't even remotelypolite, and so she pushes him
out.
He's like, oh, okay, moves over.
And she's like it's right there, right there.
And and the manager or somebodyat the gym who followed her in
um looks at this little nail andhe's like, oh, okay, yeah, and
he wasn't minimizing it, but hewas like you could kind of tell
by his body language and histone that, oh, it's like a tiny,
(18:12):
tiny little tip of a nailpoking out.
Was she right?
She was right, it was pokingout, and uh, and he said
something like oh yeah, okay,we're gonna have to, we're gonna
have to, uh, fix that and shegoes off.
She's like, yeah, this wholething is um shoddy workmanship.
Like, this thing's just, it'sjust poorly built, the whole
thing's poorly built.
She goes and that nail and sheuses some uh expletives.
(18:35):
She's like that ripped my pantsand now people can see my whole
bbb, whatever, and and, andthen she just kind of storms out
of the sauna and the guy islike, okay, yeah, oh, so he
walks out.
So I'm looking at the nail theyleave and it's kind of right
next to me.
I'm'm looking at this littlenail and I'm thinking about
(18:57):
these reviews.
You see how this is connectedand I'm thinking, oh my gosh,
she like declared the saunashoddy workmanship, she
denounced the whole thing, shecriticized the entire
construction project that builtthis thing, because one little
(19:19):
tiny tip of a nail is poking outof this spot.
That's the two star review,that's the one star review.
Those are the people I'm goingto call them in this episode
Chronic criticism they are.
They are the producers, thegenerators of chronic criticism.
(19:42):
So here's one of the takeawaysI want you thinking about
Constructive feedback buildsleaders.
Constructive feedback is fuelfor growth and success.
Chronic criticism drainsleaders.
(20:03):
There's no value in it.
So you might, you might listento that and say, russ, that's
kind of harsh, like I don't knowif that's true.
Constructive feedback buildsleaders.
Chronic criticism drains them.
The two-star review wasdraining.
(20:24):
I cannot address all of theelements in that feedback.
It's impossible.
Throw the book out, start over,begin again.
That's basically what therewere two of them to what those
two people want us to do.
The lady in the sauna youcannot please her, it will, will
(20:50):
not happen.
She is looking for the nail andso these and and the same thing
.
So this product isn't for them.
Like the people that gave usthe two-star review on that
thing, the book's just not forthem.
That's okay.
There's nothing wrong with them, necessarily, I'm not.
(21:12):
I'm not trying to be criticalof them per se, it's just, oh,
this product or service is notfor them.
I'll give you one other quickexample of this Um and I've
shared it before in the mediabusiness, when I would employ
personalities on the air one ofthe radio stations, so sports
(21:33):
talk, news talk, right.
So it's a talk radio and it'sgot personalities, which is way
harder to build than a musicstation, because a music station
you plug in in any market andyou just figure out what that
market likes and that you know.
Okay, we're going to playoldies.
Okay, we're going to play um,alternative rock.
Okay, we're going to play this,whatever.
(21:54):
And then we're that's what youdo.
Well, for, for a spoken wordstation, some talk like you've
got to aim at a particularaudience, you got to find out
what way they lean, how they,what teams they cheer for, what
they think, and yet you got it.
And then you got to havepersonalities on the air that
are generating um, that that aregenerating followers, and and
(22:14):
so the station one of thestations that I took over
inherited once when I was anexecutive in the media business
had incredibly low ratings.
It was like non-existent, likenot even on the left side of the
decimal point in ratings.
Okay, barely breathing existing.
And do you know what was on theleft side of the decimal point
in ratings?
Okay, barely breathing existing.
(22:35):
And do you know what was on theair?
Totally agreeable, um, likevanilla personalities, all like
good people, like really good,but they were just like not
offending anyone, not taking anypositions and just kind of
being out there.
This is why all the news mediawent, and it pains me to say,
because it's, I think, sodestructive the way it's played
(22:56):
out.
But the facts are the facts.
And so the stations that don'thave an opinion typically
generate very little ratings,very low ratings.
But when you get on the air andyou say I think this is wrong
or that should be this way orwhatever, you take a position
and the ratings go up.
It's just the way that it is.
And so what?
The formula of?
So I dug into this with higherconsultants and researched it
(23:20):
and whatever else revenue in amarket.
I needed personalities on theair sports, news, political,
whatever that would generateabout 15 to 25% somewhere in
that range.
Negative feedback, chroniccriticism, people who despise
them, and I needed 75 to 80% ofthe listeners to love them, to
(23:46):
go.
Yep, that's good.
Nope, I agree with that.
No, that's interesting.
The same applies to you.
It's absolutely fundamentallytrue.
You aren't showing up, you'renot making a difference, you're
not having impact If you don'thave the two star reviews, if
you don't have people around whoare screaming about the nails.
(24:06):
Who are screaming about thenails.
And so point number one is oh,that means you actually showed
up, because what we could havedone is written a book that
generated all three-star reviewsyou with me, you tracking with
me.
It was just kind of decent andgood and wasn't whatever, not
(24:27):
provocative, and didn't reallytake a position, and so it just
had a ton of three-star reviews.
I don't want the three-starproduct and I'm certainly not
paying a lot for a three-starproduct.
So, in order to generate thefive-star product or the 4.5
star, it's debatable if you cangenerate a five, right, because
anyway.
So so the five to generate the4.5, the five point star product
(24:51):
, you got to take a position,which means you're going to have
some one or two star reviews.
When I look at a product, do youdo this too?
When I click on something onAmazon or whatever site, and I
see that it has, what are youlooking for?
This is actually reallyinteresting.
Are you looking for 95%five-star reviews?
Cause you know what that means?
It's a scam.
(25:11):
They bought those, they boughtthose reviews, or it's all
family members or whatever,right, it's a bot that's doing
it.
What I want is 80, 85%.
I'm buying products all thetime with 75% to 85%, 90%,
(25:32):
five-star, four-star reviewsdone, bought it, good, and what
do I think about the one or twostar?
Like?
I click on it, don't you too?
I click on the one or two starreview sometimes and I'm like,
are these people real?
Like hello, um, what do theycall it?
What do the kids call it?
Hello, Karen?
Like, okay, yeah, that's the,that's the Karen that's doing it
(25:54):
.
And so what?
You don't want to aim togenerate a three-star experience
, to be a three-star leader.
You want to be a four or fourand a half star.
You want to be making that kindof an impact, which means you
got to understand that, that,that, that, the, the, the.
This criticism is going to bethere.
So what do I want you to do?
(26:14):
Number one look at it and ifyou're not generating the, the,
the, the two-star, one-starreviews, you're not.
You're not taking enough of astrong position, like I talked
about in the last episode,you're not doing anything really
meaningful or notable.
In our book, we take strongpositions.
The stories are really, reallypowerful.
They're strong, they get yourattention.
(26:36):
Now, are they perfect?
Is everything?
No, of course not.
It's not a 5.5 star.
It's not a 5.0 perfect, butcrap.
I hope it's a four or four anda half like really, really good.
And so, number one, that you gotto look at that.
Number two who are you payingattention to?
Constructive feedback buildsleaders.
(26:56):
Chronic criticism drains them.
We cannot spend a lot of energyreading the two-star reviews.
So I got that out of my system.
I went and read more of thefour and the fives and I went.
So I got that out of my system.
I went and read more of thefour and the fives and I went.
Okay, and and, and there's goodfeedback in here.
There's good, good things toimprove on, there are things to
incorporate, and so don't giveloud critics more attention than
(27:25):
informed advisors.
Don't give loud critics moreattention than informed advisors
.
So you want to filter whatyou're receiving back to go is
this constructive feedback orchronic criticism?
Then you want to extract theinformation that is useful in
(27:46):
all of that feedback to be ableto know what's super valuable.
What do you need to incorporate?
And then you use theconstructive feedback, the
informed feedback, to sharpenyour leadership.
It's fuel.
It's the fuel to make youbetter.
It's the fuel to help youachieve your potential.
(28:07):
Those other reviews, like we'remaking the window on this
advanced group giving usfeedback is closing and then as
soon as that window closes herein the next few days, then we go
back and like we're fine tuning.
I can't wait to do that.
I'm so excited for us to go inand tighten it and make it
better.
Like all of those four starsand the feedback they give is
incredibly helpful.
(28:28):
Four stars and the feedbackthey give is incredibly helpful.
Oh my gosh, am I so glad thatwe asked all those people for
for their perspective, to readit, to judge it, to look at it,
to evaluate it.
You want the same.
You're constantly asking forfeedback.
You're constantly looking atyourself through the eyes of
others.
You are ignoring, minimizing,not paying a lot of attention.
(28:50):
There might be a little pearl,like a little something useful
in the two-star review or theone-star review.
You might get some oh, that'sinteresting, okay, and so you're
going to consider it, thinkabout it, but you're not going
to be obsessed by it.
You're not going to beparalyzed by it.
Constructive feedback buildsleaders.
It fuels success.
(29:11):
Constructive criticism it'sdraining and not useful.
Speaker 2 (29:22):
That's what's on my mind in this episode of the Lead
in 30 podcast.
Share this episode with acolleague, your team or a friend
.
Tap on the share button andtext the link.
Thanks for listening to thelead in 30 podcast with Russ
Hill.
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