As soon as you assume a role as a senior executive, you’ve undoubtedly acquired a set of skills and proficiencies that makes it possible for you to be efficient in your new job. To help you get to this position, you somehow had mentors and coaches who very much monitored your progress, pushed you to develop your talents, and, when necessary, they confronted you with constructive feedback that you may not have wanted to hear but needed to in order to persist on your upward course.

At this level in one's profession, most of your former colleagues are probably subordinates. Even as you may well be “overseen” by your senior boss or  the board of directors, your top level executives most likely no longer directly observe your daily activities. But instead, they’re now forming their opinions based on your presentations in comparatively official settings or on hand-me-down reports coming from your subordinates.

Too often though, when these senior managers eventually do get feedback in their end-year evaluations (normally the 360-degree-feedback plan) they’re shocked to be faced up with specific criticisms in relation to their leadership style, interpersonal skills and communication approach. Worse still, wide concerns are often raised about their key tactical decisions, strategy, and working priorities for the company.

The main objective of this editorial is to extract these approaches into a detailed and actionable recommendation. In doing so, we anticipate more awareness of the inclination to become isolated and advice approaches to our executives in getting better feedback, mostly from junior staff, which will help bosses materially develop their performance levels. We will also argue more steps top obtain considerably better strategic guidance regarding your business or organization. By considering these actions, you ought to be able to acquire better ownership of the recommendation process and advance your ability to put together your organization, capabilities, and occupation.

Promote a network of subordinate coaches

According to recommendations, getting recommendations, job feedback, when to give the job recommendations, Executive job searches

Welcome,

I am sure everyone is wondering about what U Recommend ME is? 

U Recommend Me is a very powerful site where you can give and receive in depth, meaningful and honest recommendations.  We all know that recommendations are a very key part of anyone's professional and personal portfolio.  However, unless a recommendation provides real meaning and candid feedback most people don't consider it valuable!

A recommendation should provide information about a person's traits both personality and professional.  In our discussions with the hiring managers, university admissions offices and many professional organizations, one thing that gets repeated over and over is that the recommendation does not provide enough data into a person's core characteristics to be considered valuable.  Thus more and more places are asking for detailed   recommendations from previous managers and professional contacts.  This creates a major challenge for recommendation providers as it takes valuable time to write the recommendations and often to do it multiple times What is more challenging is that recommendations are requested when quite a bit of time has elapsed between the two people and the recommendation provider feels a bit hesitant in providing an honest and real feedback. Instead, most often the recommendation contains generic and general content which lacks the depth and candor that a meaningful recommendation should have.     

We would like to hear your feedback and comments as you use our system.

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