Nada Lena Nasserdeen

And I will tell you, if you're not doing it, I encourage you to ask yourself why.

If you're hesitant to do it or you find resistance in doing it, again, go back to the four Bs, right?

If you're hesitant to do it or you find resistance in doing it, again, go back to the four Bs, right?

Why?

Why?

What's the belief around it that you're not willing to do it?

What's the belief around it that you're not willing to do it?

Because you got to remember that great leadership, it's not about you.

Because you got to remember that great leadership, it's not about you.

It's not about you.

It's not about you.

And so when you're able to get the feedback and to provide that anonymous assessment about you, you are intentionally saying like, I'm trying to be better, not for me, but for you, which indirectly is going to help me be better too.

And so when you're able to get the feedback and to provide that anonymous assessment about you, you are intentionally saying like, I'm trying to be better, not for me, but for you, which indirectly is going to help me be better too.

And a leader that doesn't do that, I think that subconsciously they know that they're probably doing things or not showing up in the best light and they're not ready to get that information back.

And a leader that doesn't do that, I think that subconsciously they know that they're probably doing things or not showing up in the best light and they're not ready to get that information back.

And you bring up a really good point because sometimes people get crippled by the what and the how.

And you bring up a really good point because sometimes people get crippled by like the what and the how, like, okay, what do I do and how do I do it?

Like, okay, what do I do and how do I do it?

And so when you do get feedback, you're able to hone in on specifically where you need to work.

And so when you do get feedback, you're able to hone in on specifically where you need to work.