True leadership involves flexibility in terms of vision and strategy. Buzzwords include feedback, performance reviews, and 360-degree reviews. The main focus and problem with these methods is the emphasis on what is wrong with the focus on the past. Feedback is typically feared and brings with it a negative perception, inflexibility, and an unpleasant feeling of what you might have done wrong. Because feedback does not allow for recipient participation, the end result is typically a defensive position. Feedforward, on the other hand, focuses on creating and improving the future and charts a path towards a future goal. We can create the future ourselves by asking for suggestions, listening to new ideas, and simply improving our listening skills – essentially, going from good to great! As radiologists face increasingly challenging situations, with an ever-increasing workload, inter- and intra-departmental pressures and declining reimbursement, a negative performance review, negative feedback or perceived criticism can be the last straw, leading to increasing friction and lack of camaraderie in the workplace and feelings of lack of self-worth. Possible questions in the feedforward might be: What are some things you do well in terms of day-to-day imaging? What are the main areas of improvement regarding the management of your team? What specific changes can help you in your future professional development? What changes can you make in your communication and interactions with your colleagues and team? The 360-degree feedforward concept is exciting, flexible and intuitive, as it focuses on future performance, with an emphasis on positive improvements and qualities. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Identify priorities with a focus on monitoring, mentoring and mapping, while broadening our horizon in line with organizational goals. A future, a “pat on the back” so to speak, provides information about positive qualities, those you possess and those you can further improve. Its potential impact can therefore only be positive! Feedforward is a process where the participant actively asks their colleague, leader or junior intern for a couple of specific ways they can improve to have greater impact/added value for the organization or department. Furthermore, unlike feedback in which the person being evaluated feels cornered and challenging, feedforward requires the active participation of the recipient. In a way, as humans, we tend to activate the defensive part of our brain while receiving feedback, but we can realize the open, non-defensive part of our brain while receiving feedforward. Marshall Goldsmith's Golden Rules of Feedforward: Identify behaviors that, if modified, can result in positive change in the future. Example: You need patience with doctor calls or to slow down while reviewing cases. Ask a colleague for a couple of tips you could use in the future. Describe a goal to someone, even if it's someone you recently met. They don't need to know anything about you for this business to be successful. Ask this person for two suggestions that you might use in the future that might help you achieve the behavioral goal you described. If you know the person, Goldsmith notes that "the one fundamental rule is that you can't mention the past." The person then offers his or her two ideas. Listen carefully i.