Fixing Feedback. Murch Georgia

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      Cover design by Wiley

      Cover image © Epifantsev/iStockphoto

      Disclaimer

      The material in this publication is of the nature of general comment only, and does not represent professional advice. It is not intended to provide specific guidance for particular circumstances and it should not be relied on as the basis for any decision to take action or not take action on any matter which it covers. Readers should obtain professional advice where appropriate, before making any such decision. To the maximum extent permitted by law, the author and publisher disclaim all responsibility and liability to any person, arising directly or indirectly from any person taking or not taking action based on the information in this publication.

      ABOUT THE AUTHOR

      Georgia is obsessed with the power of great communication. She knows how great communication leads to great collaboration and helps create outstanding cultures. She sees the profound impact communication has on the success of businesses. Remarkable conversations make businesses better.

      Georgia understands the importance of delivering programs that impact the bottom line. By helping people have constructive conversations, and giving leaders the confidence to lead with ease, Georgia helps businesses become highly productive by leveraging the power of their people.

      She's an expert in helping others master the art of conversation. By creating a culture based on trust and respect, she helps create environments that let clever people get on with being clever, so companies can navigate change smoothly, hold on to their brightest sparks and let their leaders spend their time on the things that matter.

      Georgia has over 20 years of experience working with public and private organisations of all shapes and sizes, in Australia and overseas. She has worked in consulting, designing and facilitating leadership, cultural change and customer-focused programs. This deep experience means she truly appreciates the diversity and challenge of complex workforces and understands the complexity of managing a business while leading change.

      She now works with savvy, fast-paced organisations and leaders to help create remarkable communicators – so remarkable that people can't stop talking about them and things just get done.

      Visit georgiamurch.com to find out more about Georgia, what she does and what she's been thinking about lately. You can also find her on Facebook and Twitter (@GeorgiaMurch), and connect with her on LinkedIn.

      ACKNOWLEDGEMENTS

      Writing this has cemented how passionate I am about what I know. It has held me to account to be the person I challenge others to be.

      Matt Church and Pete Cook – you made me do it! Thank god you did. Thank you to those leaders and mentors who lead from the space that I admire and have helped shape who I am today. Paul Jury and Tim Orton are two of the most authentic leaders I have had the privilege of working for. Geoff Morgan stayed close and reminded me that the human side of leadership wins over strategy every time. Thank you to mentors and friends like Gabrielle Dolan and Annie Layton, who challenge me in a way that inspires rather than tells. Great women who are authentic and walk the talk.

      It's not just the obvious people I'm grateful for. Those who don't demand attention through their title or position have taught me just as much. Thank you to the grumpy guy at the drycleaner it took me six years to get a smile from; to the lady at the local coffee shop who always asked how I was, and meant it. Special mention to John Douglas and Caroline Thurling for your professional wisdom and personal support. I will always be grateful.

      Thank you to my clients, many of whom I am now lucky to call friends. It's been such a great ride. I am blessed to do work I love with people I value and enjoy, and I don't take it for granted.

      High-five and much gratitude to Lucy Raymond from Wiley, for believing in this book and helping me to get the message out there.

      And to my friends and family, who have remained gracious and patient while I continue to work on my style, my ‘rightness’ and my need to verbally process. Your elegance of friendship, your casual reminders and your commitment to the end makes me so proud. I am proud to be in the trenches of life with you.

      Jackson and Holly, two of my best teachers, through the joy and hard work of parenting. You are two of the most impressive humans I know. Your love, laughter and thirst for life will forever impress and inspire me.

      And then there's my dear old Dad. I have learnt so much from you. Many of these lessons and observations have shaped the person who I am. I hope you receive as much from this as I have been blessed to receive. I know Mum would be so proud, too.

      INTRODUCTION

      After more than 20 years working, leading, managing and consulting, it's clear to me that the number one thing that gets in the way of people being awesome is … being a dick!

      Do I really need to explain what ‘being a dick’ means? I did some research, and apparently ‘being a dick’ is a common phenomenon. It knows no bounds. It spans nationalities, cultures, industries and disciplines. When I mention the subtitle of this book, the near first thing that people say is, ‘I could buy that book for someone I work with’.

      We all know people who are not cool to work with. These people often say the wrong thing, lack self-awareness, let their ego walk in the door before they do, and have a natural talent for being a dick. But if we dare to be truly honest, most of us have fallen into the trap of being a lesser version of ourselves. Who hasn't walked away from a situation with regret biting at your heels, saying to yourself something along the lines of, ‘What was I thinking?’ or ‘Why did I say that?’ or (my personal favourite) ‘Why did I have to be