Effective feedback is necessary for professional growth, yet many managers neglect to give or seek it. Those who do try often fumble through it in a way that makes the feedback essentially unusable. Others who effectively give feedback rarely master how to effectively receive it. Unfortunately, this is an enormous missed opportunity. To lead to our maximum potential, we need the wisdom and insight of those we are leading. Here’s how to get it.
MODEL- There are several reasons people do not give feedback. Sometimes they are intimidated and other times, they simply do not know how. Modeling how to give feedback gives your team a real-world example to emulate. It will both show them the commitment to the process as well as the steps involved in it. You can model in your one-on-one meetings as well as your team meetings. This consistency will create a culture of feedback on your team that will encourage your team members to reciprocate.
TEACH- Much can be learned from modeling, but it should not take the place of good old-fashioned learning. Use modeling to supplement direct training and teaching of feedback skills. Make this a part of your new staff orientation. Conduct periodic refreshers. Learning the skill is not that time-consuming but the encouragement and coaching of it is. Commit yourself to providing this encouragement and coaching to help your staff master the skill. Once they develop the skill and overcome the mental hurdles, you and your team will reap the benefits and continue to grow.
ASK- Asking for feedback is an important first step, but a first step just the same. If you are asking for feedback and not receiving any, you cannot stop there. There is a reason your staff is not providing feedback and you need to figure out why. Employees have plenty of thoughts and ideas about what is going on at their respective workplaces. If they are not sharing them, it means the environment is not welcoming or safe enough to do so. It is your role as the leader of the team to create that safe and welcoming environment. It is also important that you learn how to ask your questions effectively. Squeezing in a “do you have any feedback for me?” as you pack up your things and head for the door is hardly sincere. Instead, ask questions that expect a meaningful response.
- What feedback do you have for me?
- What do you think was most effective about our last team meeting?
- How can I make our one-on-one check-ins more effective for you?
- What suggestions do you have for how I can make my presentation stronger next time?
SCHEDULE- Consistency is key. The more familiar and common feedback is on your team, the more comfortable your staff will become with it. Make sure you are asking for feedback every time you meet individually or collectively as a team. Staff will grow to expect it, and they can better prepare to share something thoughtful and useful. On your agenda, always include a section for feedback. Name it whatever matches your style (feedback is perfectly fine) and whenever possible, pose questions on the agenda that you share ahead of time, so staff have time to reflect. Finally, do not relegate feedback to meetings. After a presentation or project or client meeting take a moment to check in and ask your team for their reactions. Do this throughout your day and throughout your days. Eventually you won’t have to ask.
SPECIFY- Asking for specific feedback will make the process easier and more comfortable for your staff, particularly when you are first establishing your feedback culture or when a new staff joins the team. When appropriate, ask your staff ahead of time what feedback you are looking for. For example, if you are about to give a presentation or lead a meeting with a client, ask staff to pay attention to the specific items you want feedback on. This will allow them to observe what you want feedback on with a keener eye and provide more specific and helpful insight. In cases where you are asking for feedback after the fact, be specific in what you are asking. What exactly do you want to know? “How was my tone of voice during that meeting?” or “Were my presentation slides engaging or distracting?”
ACKNOWLEDGE- Thank your staff when they offer feedback. Every time. Whether you agree with it or not. It is of course perfectly acceptable to disagree with what your staff shares. Thank them anyway. You are thanking not just the value of the feedback (some will be valuable, some less so), but the fact that the person is offering it. It takes courage and creates risk to give feedback, so you are thanking the person for taking that risk. Once your staff internalizes that the feedback is appreciated and will not be punished, they will be more willing to share it.
IMPLEMENT- Again, you don’t need to agree with and implement all the feedback you receive but you do need to implement some of it. Staff need to know that you are not simply humoring them and that you legitimately want to make positive changes and grow. In cases when you will not use the feedback, be upfront about why. This will further enhance an environment of honesty and transparency that you are seeking. When you do begin to respond to the suggestions your team shares, your staff will notice and will be motivated to give more.
DIVERSIFY- There are lots of ways to give and receive feedback and each staff member will have a particular style and preference. Honor these to maximize the value of the feedback you are receiving. Ask on the fly, plan something for a meeting, solicit some in writing. Use email, surveys, meetings, performance reviews, individual meetings and team meetings. Have a 5-minute conversation or a 55 minute one. Feedback here, feedback there, feedback, feedback everywhere! Be creative and be conscious of how to set up each staff member for success.
WAIT- Once you commit to creating a feedback culture, you need to give it time to grow. Many employees will not be used to this type of culture and will require some time to adjust. Others will bring with them outright negative experiences. Whatever the history, be patient with the process. When done correctly you will see results, but it will take time. Be patient and be persistent. You’ll get there.
Learning to give effective feedback is essential to managing effectively. To truly lead, however, you need to learn how to not only ask but receive feedback from those you lead. Commit to the process and be patient as your team acclimates. As they begin to see that you are sincere in your requests, that you won’t punish them for their honesty and that you are serious about implementing change, they will naturally grow more comfortable with the process. As your feedback culture improves, keep working at it. There is no finish line and there is always room for improvement. And eventually, with the right care and commitment, you won’t even have to ask.
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If you want more support to effectively give and receive feedback, we invite you to join our value-packed, self-paced virtual course. This course will give you everything you need to better support you team while becoming a stronger leader. Start today and revisit the material as many times as is helpful. Click the photo below to learn more.
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For more tips and support, download our free guide The Fundamentals of Feedback.
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