Are you eating the Breakfast of Champions?
Not sure? It’s probably not what you think. This isn’t a debate about eggs versus oatmeal.
In Boundaries for Leaders, Dr. Henry Cloud quotes Ken Blanchard, author of The One Minute
Manager, who famously says that feedback is the “breakfast of champions.” Why? Because
learning how we are doing—and how we can do better—is essential to growth and performance.
That sounds great in theory. The challenge begins when feedback actually shows up.
When Reality Knocks
Feedback usually comes from two places: other people, or outcomes themselves. And when it
does, our leadership character is revealed.
Dr. Cloud and Dr. John Townsend define character as “the ability to meet the demands of
reality.” Reality doesn’t ask permission before showing up. In both business and life, its
demands are constant, unpredictable, and often uncomfortable. Our character determines whether
we rise to meet those demands—or resist them.
One of the clearest tests of character is our ability to receive feedback.
Truth Isn’t Always Tasty
Not everyone has the same appetite for this kind of breakfast. Feedback is, after all, the truth
about us. And not everyone wants the truth—or knows what to do with it once they have it.
Dr. Cloud points to brain research that shows feedback can trigger powerful reactions. If we
perceive feedback as a threat or a personal attack, our brains shift into fight, flight, or freeze
mode. We bristle. We defend. We explain. We push back.
That’s why we so often see people arguing against feedback instead of learning from it.
But when feedback is perceived as a gift—an unexpected windfall—we respond very differently.
We become open. Curious. Sometimes we even seek it out and pay for it.
Developing a Hunger for Feedback
To be the best we can be, we must develop a hunger for feedback, especially from trusted
sources. When we see feedback as one of the most valuable gifts available to us, everything
changes. It doesn’t just benefit us personally; it improves the lives and work of the people around
us.
I’ve worked hard to grow in this area, even when feedback has been painful. For the past eight
years, I’ve been part of the Townsend Leadership Program (TLP). Those years have deeply
shaped my understanding of the value of inviting and receiving feedback.
A SWOT, a Surprise, and a Gift
Recently, I volunteered to present a program to my teammates—a proposal for implementing
something new. As part of that process, I asked for a SWOT analysis. If you’ve ever done one,
you know it can feel a little scary. But it can also be incredibly helpful. You get trusted input
from other leaders before launching something into the real world.
The group loved the idea of what we wanted to accomplish—but not how we were going about
it.
Honestly, they threw up all over the plan.
And I was delighted.
I was genuinely grateful. I thanked them sincerely for their honesty, their insights, and their ideas
for improvement. Seeing the plan through their eyes was a gift. We don’t always know what we
don’t know—and this feedback allowed me to make changes before rolling it out
Yes!
Some of the team members were new and visibly surprised by my enthusiasm for what was,
essentially, negative feedback. To be fair, I surprised myself too. When I reflected on how I
might have responded five years ago, I realized I probably wouldn’t have been nearly as happy.
Growth Is a Process
That experience reminded me that growth doesn’t happen overnight. It’s a process. The more we
invest in our own learning and development, the more likely we are to thrive.
Am I getting everything I want? No.
Is everything going my way? Absolutely not.
But I am thriving—because I’m surrounded by wise counsel, honest voices, and people who are
committed to the same growth process. For me, that’s not just leadership. That’s the only way to
live.
So, tomorrow morning, consider what’s on your plate.
Maureen Price
Executive Director
March 2026