Because of its value, some people have called feedback “the breakfast of champions.” But it isn’t the breakfast; it’s the lunch. Vision is the breakfast. Self-correction is the dinner. Without vision, we have no context for feedback. We’re just responding to what someone else values or wants. We’re living out of the social mirror. We fall into the trap of trying to become all things to all people, meeting everybody’s expectations, and we end up essentially meeting nobody’s, including our own.But with a clear sense of vision and mission, we can use feedback to help us achieve a greater integrity. We have the humility to recognize that we have blind spots, that getting other perspectives will help us improve the quality of our own. We also have the wisdom to realize that feedback tells us as much about the people from whom we receive it as it does about ourselves. The responses of others reflect not only how they see us, but also how well they feel we do those things that are important to them. Because people are important to us, and because part of our leadership is creating shared importance, this dimension of feedback is vitally important as well. But we aren’t governed by feedback; we’re governed by the principles and purposes we have built into our mission statement.