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It is not uncommon for managers to shy away from telling the truth. To duck issues because of the adverse reactions it may create in their team members or even among their customers. They live for the moment and hope that the issue they have temporarily warded off will simply fade away. More often than not, these issues come back with a vengeance to haunt us. How much better it is for managers to tell it like it is. It may make them unpopular at first but it will pay them back many times over in the long run.

Sometimes it is better to be respected and not liked than to be liked and not respected writes Nina Simosko in Slow Leadership. Nina is the Global Chief Operating Officer for the worldwide SAP education organisation. At one time or another, all of us have benefited from some straight talking. This feedback has been of much value-though we may not have relished receiving it just then. One way of looking at it is to put yourself in the shoes of the other person.

I have always maintained that many managers are popular but not effective. A fair number are effective but not necessarily popular. Relatively rare is the executive who is both effective and popular. This is a category worth aiming to be in.

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This is Post No: 346 of the “A Step A Day” series : To provide perspective and provoke thought to facilitate self-development across a wide spectrum of issues- big and small- crucial for executive success.