Leadership Thoughts | Issue #193
“Great leaders are learners.” – Jennifer Porter
Feedback is often hailed as a gift, but let’s be honest—it doesn’t always feel that way, especially when it’s critical. Delivering feedback can also be daunting, making it an art form that distinguishes good leaders from great leaders. Yet, the ability to both give and receive feedback effectively is indispensable for personal growth and organizational success.
In this post, I unpack how to master feedback—what it takes to offer it constructively, receive it gracefully, and foster a culture where feedback fuels continuous improvement.
The Core of Effective Feedback
First, consider feedback not as a rare occurrence or something reserved for problem-solving but as an ongoing dialogue. It’s a mechanism for growth—your own and that of your team. Yet, its true potential often goes untapped because feedback is too often vague or infrequent to drive meaningful change.
Reflect for a moment: How often have you received praise like “Great job!” without explaining what made your work successful? Encouraging? Sure. Actionable? Not so much. For feedback to be transformative, it needs to be specific and instructive.
The Art of Giving Feedback
Great feedback is clear, actionable, and empathetic. It moves beyond surface-level observations to address specific behaviors and their impact. For example, rather than saying, “You need to communicate better,” try something like, “I’ve noticed you sometimes interrupt during meetings. Next time, try waiting until others finish their thoughts.”
Here are a few principles to keep in mind:
Be Specific: Highlight precise actions or behaviors. For instance, instead of vague praise like “Good work,” say, “Your facilitation during the strategy session helped the team reach a consensus quickly.”
Balance the Message: Feedback isn’t just about what to stop doing but what to start or continue. Positive feedback can reinforce effective behaviors, while constructive input pinpoints areas for adjustment.
Consider Timing and Setting: Feedback works best in the right context. Avoid waiting for formal reviews; instead, weave feedback into everyday interactions. Make it timely so the recipient can relate it to the situation.
When feedback becomes a regular part of your communication, it feels less like an event and more like an investment in mutual growth.
Receiving Feedback: A Growth Mindset
For many leaders, the challenge lies not in giving feedback but in receiving it. Our instinct to protect our self-image often triggers defensiveness when confronted with criticism. However, some of the most valuable lessons come from embracing uncomfortable truths.
The key is to reframe how you view feedback—not as a judgment but as a tool for improvement. Whether the input is glowing or tough to hear, treat it as data to help you refine your approach.
Here’s how to do it:
Listen Without Judgment: Resist the urge to argue or justify your actions. Instead, ask clarifying questions like, “Can you provide an example of that?”
Reflect on Your Reactions: If feedback stings, take a moment to process. Ask yourself why it feels uncomfortable and whether there’s a kernel of truth you can learn from.
Express Gratitude: Acknowledge the effort it took for someone to offer their perspective. A simple “Thank you for sharing that” goes a long way in fostering trust.
When you approach feedback with curiosity and humility, it shifts the conversation from critique to collaboration.
Turning Feedback Into Action
Feedback is only as valuable as what you do with it. Once you’ve received input, the real work begins reflecting, planning, and acting. Start by identifying one or two specific areas to focus on. Create a strategy that outlines what you’ll do differently and set measurable goals. For instance, if feedback suggests you need to improve team communication, you might commit to asking more open-ended questions in meetings to encourage input.
Don’t forget to close the loop with the person who provided the feedback. Share what you’ve learned and the steps you’re taking to improve. This demonstrates your commitment and reinforces a culture of accountability and growth.
Building a Feedback-Rich Culture
Ultimately, feedback shouldn’t be confined to top-down exchanges. The most effective teams are those where feedback flows freely among all members. As a leader, it’s your responsibility to create an environment where feedback is seen as a tool for collective success rather than criticism.
Here’s how you can nurture this culture:
Normalize Feedback: Make it a routine part of your team’s operations, not just an occasional conversation.
Model Openness: Show your team that you value their input by seeking feedback on your own performance.
Foster Trust: When people feel safe, they’re more likely to share honest insights. Build this trust by handling feedback with respect and fairness.
When feedback becomes second nature, it empowers everyone to strive for better—not out of obligation, but because they see its value.
The Bottom Line
Giving and receiving feedback is one of the most influential leadership behaviors. It’s not just about correcting mistakes; it’s about enabling growth, inspiring confidence, and driving excellence. Embracing the feedback loop—giving and receiving input with intention and grace—can transform not only your leadership but also the culture of your organization.
So, lean into the discomfort. Whether delivering or receiving feedback, approach the exchange as a learning opportunity. Done well, feedback doesn’t just build better leaders; it creates better teams and stronger, more resilient organizations.
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