How to build a feedback loop to help you — and your team — succeed


  • September 28, 2016
  • /   Quint Studer
  • /   training-development,quint-studer

Source: Pixabay

Every leader wants to believe they are open to feedback and constructive criticism. But ask yourself: Are you really open to it? Are you willing to hear it and weigh it against your own opinion?

Are you willing to change because of it?

It is tough being a leader. It can be even tougher to work for one. It’s something I’ve learned through the years. Put people on your team who are willing to hold up the mirror not only to the boss, but also to himself or herself.

You know the saying, “Don’t shoot the messenger”? It has become a saying because it happens often.

Quint Studer Quint Studer.

Think about the last time you heard about a leader doing something that completely baffled you. “What were they thinking?” you might say. Or maybe the leader didn’t do something. “Why didn’t they act sooner?” you’d be thinking.

 We’re surprised because we think a person in that position should know better. But why didn’t those closest to that leader, his or her trusted reports, bring the issue forward?

The reason: The top leader didn’t create a culture where it was OK to challenge them.

Adam Grant, a Harvard professor who wrote the fantastic book, The Originals, identified some organizations and leaders who are very successful. There was a common theme I noticed among these high-performing companies. They had a top leader who was open to feedback and installed systems that created a culture where all feedback was rewarded.

This is not easy.

Even when a leader says, “I want your feedback,” many people are reluctant to provide it. In some cases, a person will say what a leader wants to hear in hopes of getting rewarded with a better job, title or salary.

Some people were raised not to challenge someone in front of others or not to challenge someone in a higher position.

So what does it take? A leader willing to deflate his or her ego and be a good student.

A CEO once told me she was frustrated because people on the leadership team did not challenge her more. I told her that she may intimidate people.

“I am not intimidating,” she said.

“You are to me, and I’m a bit scared just talking to you right now,” I responded.

She smiled and said, “What can I do?”

I asked her if any leader or employee ever challenged her. She said at times. I asked her when. She came up with an example. I asked her if they did in in private or in a group. She said in private.

It was in private because the person did not want to do it publicly to be polite. My suggestion was the next time someone on the leadership team questioned her in private, thank them and ask them to please bring it up at the next department meeting.

When that happened, thank them for it, and do one better: Change your position based on their feedback. That’s tip No. 1 in creating a two-way feedback culture.

Some others:

Use appreciative inquiry.  Make it very clear to those around you that you need, expect and appreciate their help. Use words like:

— “Please let me know what I am missing.”

— “Is there anything you would add?”

— “What has not been brought up or thought of?”

— “If you were going to punch holes in this and identify areas of concern what would they be?”

— “If you were in my position, what would you be doing differently?”

— “What obstacles am I missing?”

The key is to show you are open and you need their help.

johari_window

Use a Johari window. This is a technique used to help people understand their relationship with themselves and others. There are times we miss things, and we have blind spots.

Every human being has an internal monitoring system to warn them of danger or when to be cautious. But that system is different for each person. Some provide earlier warning than others. Let those around you know we all have to provide such help to each other.

Take an opposite position you know has flaws, and see who steps up. If someone does, recognize the value of what that person did. If no one challenges the flawed position, discuss the danger of groupthink and what steps can be taken to create safe environment for feedback. Apologize that you have not built that culture in the past, but stress that you are committed to doing so now.

Use survey tools. While we would love it if people felt safe right of the bat to express themselves, it takes time. The use of surveys — where people can respond anonymously — is very valuable. At our companies, we conduct an employee engagement survey each year in part to make sure our leaders are creating this kind of environment for employees.

Being a leader who can accept feedback is very difficult, but for an organization to be the best it can be, it’s critical.

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