Have you ever had a conversation with someone who said, “I love feedback; in fact I need feedback” only to argue with you on every point you made? Maybe you’ve asked for feedback but the only time you get it is when you’ve done something wrong. Or, are you the type of person who shies away from feedback because it causes so much anxiety? In any case, feedback is important. And even though many of us agree that getting feedback is good, giving it and/or receiving it can be difficult.
Good leaders recognize that feedback happens in various ways, times and regarding a host of different topics or issues. Managers who value differences in others, and strive to be more inclusive to those differences, understand that engaging employees requires constant attention. Feedback has to be tailored to get the intended improvement or change.
“Sir, I would like to talk to you about the Process Engineer position at Celanese Singapore. Is it convenient to talk now?” I said as I asked the recruiter.
“Sure. It’s convenient to speak now. Could you please repeat the name of the company?”
And thus began my journey with Celanese. My first experience with diversity at Celanese was when I met the team that came to Mumbai for job interviews. After the usual interview questions, I was given an opportunity to ask some questions. I remember asking: “Do you have someone from India working there?” I was told you’d be surprised – and you bet I was.
What makes a great blog? Is it the practical advice we relate to when employees share about their everyday life? Or is it the empathy and strength we’re inspired by when our colleagues share about the challenges they’ve faced?
In 2015, our top 10 bloggers wrote on a variety of great topics! Thank you for sharing your personal stories with us and making CE-Blog a platform to discuss the things we care about most. So grab a cup a coffee and sit back at your desk as you catch up on the latest and greatest blogs and consider what story you might like to share in 2016!
When I was named Chief Financial Officer with an “Interim” tag in front of the title, it was both a great challenge and a great opportunity. I had prepared for years with the goal of becoming a CFO, but when I looked at the criteria in the written description for the CFO position, I understood why our CEO and chairman, Mark Rohr, chose to make me interim rather than full CFO. I came to Celanese with a broad variety of experiences and skill sets in finance and, since 2010, I had had direct ownership of most of the finance and shared services functions at Celanese. But while I had accumulated a great deal of finance experience—and that is what put me in the running for the job—it was clear that I was missing other types of experience. The external search criteria called for candidates who had deep engagement with the business and experience leading cross-company initiatives. My experience in these areas was limited because I’d spent my career playing mostly in the finance sandbox.
Recently I joined a yoga studio for more exercise and a peaceful place to settle my busy brain. For anyone considering yoga, I highly recommend it. Not only is it a challenging whole-body workout – it encourages focus and presence in the moment. Something I’m striving for.
What I didn’t expect from yoga was getting jazzed about giving and receiving feedback.
If you’ve never tried yoga, here are the basics. Each class begins in a quiet room – generally the lights are off and everyone lies down on a mat or sits still – there is no talking. In this calm atmosphere minds are cleared of the events of the day and “intentions” are set for the class. This means simply deciding what to achieve in this hour.