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Mastering Feedback for Leadership Growth

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0% found this document useful (0 votes)
12 views2 pages

Mastering Feedback for Leadership Growth

Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd

Receiving Feedback

How to get better at receiving feedback


For leaders at any level, the single best way to grow is to lead and
then get feedback. It is to act and interact with your team and learn what
can be improved upon through feedback. Feedback is a better teacher than
books, academic journal articles, trainings, speeches and even TED Talks.
And I say this as a writer who translates research from academic journal
articles while giving trainings, speeches and TED Talks.
But there’s a problem with receiving feedback once you reach a
more senior role. The nature of feedback changes — people tend to
minimize any unpleasant or less-than-positive feedback or don’t want to
offer you any constructive criticism at all. And your response to feedback
may also change; you may not internalize feedback because you don’t see
the whole picture or you could get defensive.
Here, I’ll outline four steps you can take to get better at receiving feedback
in order to grow as a leader and grow as a team.
Step #1: Start with thank you
The very first response to give when someone gives you feedback
should be a response of gratitude. Don’t get defensive. Don’t offer to
explain what they might not understand. And don’t even jump further into
what you should change (we’ll get there). Instead, take time to offer your
thanks for the gift you just received — the gift of feedback.
Why should you do this? Because while feedback is a gift, it’s even more so a
risk. When a team member speaks up to offer you their feedback, especially
critical or constructive feedback, they’re taking a risk with how you’ll
respond. They’re risking potential damage to the relationship or retaliation.
Or they’re risking wasting their time by giving feedback to someone who
won’t receive it. Starting with “thank you” lets the other person know that
risk was worth it and you will listen.
Step #2: Restate what you heard
Whether it’s praise, criticism or some other type of feedback, take
the time to restate to the person giving it what you heard them
say. Just a quick “What I hear you saying is _____” can have a powerful effect
on your conversation.
Restating the feedback does two things. The first is that is checks your own
understanding of the message, so you don’t risk taking in the wrong lessons.
But more importantly, restating the feedback you heard allows the other
person to feel heard.

It lets them know you were really listening and — just like the first step —
that this conversation isn’t a waste. It lets them know that their opinion
matters and makes it more likely you’ll get additional feedback in the future
from this person (and anyone else they talk to about this conversation)
Step #3: Mention what you’re changing
Listening to feedback by alone doesn’t bring about growth; it’s only
when feedback is used to figure how to act differently (or start or
stop acting) that growth actually happens. And if you’re going to be
making changes as a result of the feedback, why not share those changes
with the person or people who helped you discover what changes to make?
However, you don’t need to tell those who give you feedback what you’re
changing right away. It’s OK to circle back later on, re-thank them for their
feedback, and then mention what you’re changing. But once you’ve figured
out how to apply feedback, be sure to share it with those who gave it.
Step #4: Seek out more feedback
Feedback isn’t a one-and-done intervention; it’s a process. You’re
growing, changing and improving all the time — and to do that you’ll need
more feedback.
So make sure you’re developing a habit of seeking out more feedback. When
you finish stating what you’ll be changing, ask if you can set a date with that
person or group to re-evaluate how the change is going.
This does two things. First, it will guarantee more feedback at a later date.
But more importantly, it will signal how open you truly are to receiving
feedback and make it more likely you get unsolicited feedback at any time.
And unsolicited feedback from those you trust is often the most potent.
Feedback is an ongoing process, and it may be difficult the first or
second time you’re in a feedback conversation to meaningfully hit
all four steps. But it will get easier over time. Not only will you get better at
receiving feedback, but people will also feel more comfortable giving it to
you.

Common questions

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The document suggests that leaders handle feedback by initially thanking the feedback provider to acknowledge their contribution and effort. They should then restate the feedback to confirm understanding and to show that they value the input. Leaders should also share the specific changes they plan to implement based on the feedback, providing transparency and accountability. Additionally, leaders must actively seek further feedback to establish an ongoing cycle of improvement, signaling a readiness for continuous development and openness to future feedback. This structured approach sustains a feedback-rich environment conducive to growth .

Setting a follow-up date when applying feedback is significant because it creates a structured opportunity to evaluate the effectiveness of changes made in response to the feedback. This reassessment allows for adjustments to be made if necessary and demonstrates a commitment to improvement. Moreover, it signals to the feedback giver that their insights are valued and acted upon, reinforcing an environment of trust and encouraging open, honest dialogue in future interactions .

As leaders progress to more senior roles, they may face challenges such as receiving minimized or entirely absent critical feedback due to power dynamics and others' hesitancy to offer constructive criticism. These challenges can impede their development because leaders might not receive the necessary insight to address their shortcomings or adapt to changing circumstances. Without honest feedback, a leader's ability to make informed decisions and improvements is limited, potentially resulting in stagnant personal growth and adverse impacts on team performance .

Sharing your intended changes based on received feedback is valuable because it demonstrates that you have taken the feedback seriously and are committed to implementing improvements. This practice reinforces the importance of the feedback, and by providing an update on how you plan to act on it, you maintain transparency with the feedback giver. This can enhance trust and encourage more open communication in the future. It is also beneficial to give this feedback iteratively, by circling back later, which keeps the conversation open and conducive to further dialogue .

Restating the feedback you receive is important because it serves dual purposes: it checks your understanding of the feedback and confirms to the feedback giver that you have actively listened. By restating, you reduce the risk of misinterpreting the feedback, which is crucial for accurately identifying how to develop or improve. Simultaneously, this practice reinforces to the giver that their input is valued and heard, encouraging them (and others) to provide feedback more readily in the future .

Expressing gratitude before processing or discussing feedback is essential as it acknowledges the courage and risk the feedback giver has taken in providing their input. This approach mitigates risks such as damaging the relationship, inciting defensiveness, or discouraging future feedback. Acknowledging the effort and potential vulnerability of the giver creates an environment of respect and safety, promoting continuous and open exchanges that are crucial for growth .

Continually seeking feedback contributes to personal and professional growth by establishing an ongoing process of self-improvement. By making a habit of seeking out feedback, individuals signal their openness to receive constructive criticism and make necessary changes. This proactive approach ensures that you are constantly evolving and adapting based on the guidance and perspectives of others. Regularly scheduling evaluations and showing that you apply feedback can foster a culture of trust and openness, which may also result in receiving more unsolicited, yet valuable, feedback that can inspire further growth .

A leader's defensive response to feedback can hinder effective teamwork because defensiveness can shut down communication, discourage team members from providing honest input, and create an environment of mistrust. When team members feel that their feedback is unwelcome or leads to negative reactions, they are less likely to speak up in the future, stifling the flow of ideas and engagement that are crucial for team success. This dynamic can prevent the team from addressing issues and improving collectively, ultimately impacting overall performance .

The recommended first response when receiving any form of feedback is to express gratitude by saying 'thank you.' This response is crucial because it acknowledges the risk the feedback giver is taking by sharing their thoughts, especially when the feedback is critical or constructive. By expressing gratitude, you reassure the other person that their input is valued and that you are open to listening, which facilitates a positive environment for communication and future feedback .

Restating feedback before directly responding prevents misunderstandings by ensuring that both parties have the same interpretation of the feedback. This practice reduces the likelihood of acting on incorrect assumptions, which could lead to ineffective or counterproductive changes. It also communicates to the feedback giver that their message has been properly received, fostering mutual understanding and respect, and facilitating more effective future communication .

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