I’ve paired these two conversations together because the theme this May is difficult conversations and feedback. Everyone is starving for feedback, but opinions alone are not necessarily good feedback. Both Laurence and Tim have deep insights how to get much better at giving and receiving feedback. I hope you enjoy these two Great Work Interviews…
Laurence Haughton is a writer, lecturer and management consultant. He’s spent the last 15 years interviewing over 5000 executives, entrepreneurs and managers as to what really makes things succeed. So whether Laurence is talking about how you use speed as a competitive advantage (as he does in his first bestseller It’s Not the Big that Eat the Small, It’s the Fast that Eat the Slow) or about the art of execution (the topic of his second book, It’s Not What You Say, It’s What You Do) the insights are grounded on reality, not just theory.
In this interview we talk about he role framing plays in your experience of Great Work, the challenge behind creating great teamwork – and the power of feedback and why principles can trump rules
Listen to the interview with Laurence Haughton
Tim Harford is a writer and senior economist for the Financial Times. He also wrote The Undercover Economist, a book that has sold gazillions of copies and has been translated in multiple languages. Tim’s latest book is called Adapt: Why Success Always Starts with Failure.
In this interview, Tim and I discuss the role of failure in financial success, why specific feedback is more beneficial than positive feedback and why some mistakes are “good” mistakes.