Pam Tope learned about the importanceof feedback firsthand when she got somesurprising news from her employees andcolleagues: She was intimidating some ofthem.
It was never her intent to intimidateemployees as president of the Floridaregion of Verizon Wireless, but standing at 6feet 2 inches, that’s the way Tope madesome people feel.
“I’m definitely direct, I’m definitely forthright, and I’m definitely passionate,” shesays. “I have very specific ideas and goalson where we’re going to go as a team, andso I needed to hear that. I needed to hear Iwas intimidating, even though there is noway in the world that was my intention.
Before actually fixing the problem, Topehad to come to terms with the fact thatsome people misperceived her — something leaders at all levels face every day. Butwhen you get that kind of feedback, youneed to take it seriously, even if you don’tthink it’s true.
“You may not agree with (it), you may notbelieve that it’s fair, you may not believethat it’s correct, but if it’s being thought orbeing said, none of that matters,” she says.
To fix the problem, Tope took simplesteps to make herself more approachableas a regional leader of the $43.9 billionwireless telecommunications company.
“I would get side to side with the personand look at something together,” she says.“I would maybe have a report that wewould sit down and look at together, andchange, and modify and be very cognizantof being together on this — literally on thesame side of the table on this. I’m not confronting someone; I’m not trying to intimidate them. So, that’s a real-life example thatI have had that certainly was not true in mymind but absolutely real to that person.”
Here’s how Tope works to keep the linesof communication open with employeesand customers so she can lead her 2,300employees toward common goals — andeliminate misperceptions along the way.
