How do you give and receive feedback as a leader?

I worked with Million, Billion and trillion dollar organisations, none of them as an organistaion beleived that both giving and receving feedback is important, a few leaders are ok with it but are only giving feedback and not willing to take it ; how did I solve after gaining experience 1) Start doing 360 feedback 2) Make it mandate for employees to share feedback on manager 3) Part of developmental goals to receive feedback 4) Leader to monitor them 5) HR's to give constructive feedback 6) Use surveys and other platforms to share feedback

It’s important to get a litmus test before delivering feedback by asking if the person receiving it if would like to have it, if they are ready to receive it, and how you can best share it with them.If they aren’t in the right headspace, why give it to them? If your why and intent is genuine and truly about supporting, coaching and developing because you care about them, it will come through in tone, the examples you share, and clear alignment to the business needs. Delivering feedback in the way THEY want to receive not the way you want to give it is critical. If it’s truly not about you, make sure the feedback is delivered in a way that works for them.

I receive feedback in a very negative way but that motivates and brings positivity because the bond with my leader is built on very strong pillars.

To give and receive feedback effectively as a leader, create a safe and trusting environment. Be clear and specific in your feedback, focusing on behaviors and performance, not so much on the person. When receiving feedback, listen actively, ask for clarification, and accept the feedback gracefully, demonstrating your commitment to improvement. Always follow up on feedback given or received to ensure progress and maintain open lines of communication. These strategies foster a constructive feedback culture, driving performance and engagement. Have a Productive & Safe Saturday!

When giving someone else feedback, it is also a good idea at the end of the conversation to request that the individual provide you feedback. I recommend the start, stop, continue feedback model as it is easy for someone to grasp on the spot. Asking for feedback will enable an equal playing field and likely the person who you are giving feedback to will see more value in your feedback and be energized to take action.

We have to be careful with verbal feedback, the risk of misinterpretation is very real. People can fall into an emotional black hole of negativity and hear something that wasn’t said, or it can be the reverse where they only take away the info that they want in order to protect themselves. When you give feedback, ask the receiver to repeat back what they think you said. Clarify any points if needed. Clear communication is key to a successful feedback process.

Before choosing the method, see if the employee is willing and ready to hear it, this will depend on the severity of the feedback. There is a difference between a quick hallway chat and the formal one on one meetings.

“Feedback is the breakfast of the champions” Ken Blanchard Feedback involves a delicate balance between encouragement and criticism. Loose the balance loose the purpose. Create a “safe environment “ and and use SBI (situation behavior impact) model. Set clear expectations, offer support and resources and always follow up. The goal of actionable feedback is to help individuals grow and succeed as their success it organizational success.

Best to utilize one of the following: - STAR Model for Positive Feedback or - STAR-AR Model for Developmental Feedback STAR: ST-> Situation or Task A-> Action R-> Result STAR-AR: ST-> Situation or Task A-> Action R-> Result A-> an Alternative Action R-> better Result

We tend to hear the word "feedback" and automatically feel on edge. For most of us, receiving feedback has a negative connotation. But it shouldn't be that way. You can use a different word if you like - but whatever you call it, never limit the feedback that you give to the negative. And, be open to receiving feedback! Feedback is a gift (sometimes a gift you want to give back, but a gift nonetheless!) Some of my biggest growth in my career came from receiving tough feedback.

We used to advise the “Feedback Sandwich” of giving 2 positives with the ‘negative’ in the middle. Employees see through that and it often winds up feeling like a disingenuous dance. My advice is to separate the two. Give positive feedback as regularly as you can (hopefully it will be more often) but when the feedback has to be ‘constructive’ be upfront about it. Employees respect a direct approach that is clear and doesn’t waste their time.

Feedback is a continuous and committed process of identifying, communicating, tracking and improvising for facilitating the needle movement from a point of improvement to a positive performance/perspective irrespective of the time taken

In organizations without a culture of open communication and feedback, there can be dire consequences. Actively listen to the feedback you are being given. Do not interrupt the person giving feedback. Allow them to fully explain what issues they are observing to ensure you get all the information. If you come in with a defensive or negative attitude, the other person may not want to engage with you going forward.

Listen with intent to really hear what the other individual is saying. Listening with an intent to respond will not serve you well and you will miss the key points of the speaker. Seek to understand and active listening is the approach to take.

Listening cannot be understated. Allow the employee to explain or clarify the circumstance- seek to understand their viewpoint and not waiting for your next turn to talk.

Part of giving and receiving feedback is agreeing on the method and measurement for determining progress. Mutual agreement is another way of checking in with how the feedback has been received.

One thing I've seen that improves the ability to provide meaningful and impactful feedback is building a relationship with your associates from hire. Often times I've heard associates say that giving feedback -usually negative- is the only time they hear from their leaders. Feedback should be looked at as transactional and consistent through the associates life cycle.

Receiving feedback is an opportunity to learn and improve. This not only applies to performance but also the relationship between both parties. It can help identify potential motivators and de-motivators. If feedback is welcomed and acknowledged, especially when it relates to the relationship between both parties, it can make it stronger. The important element here is to acknowledge any ‘hurt’ caused, apologise, clarify intent and build on how both parties will operate differently. Behaving in a highly defensive or even aggressive manner, when someone opens up and tells you how they feel about a situation, not only makes it worse, but can fracture the relationship. Listening, clarifying intent & agreeing the way forward will pay dividends.

The slant of this article suggests that feedback is always "constructive" or about improving. Providing feedback on what was done well, regardless of the outcome, is also very important. Additionally, perhaps someone incorporated constructive feedback from a previous situation to their approach, and you are providing feedback that you saw how they internalized the previous feedback and put it into action. This reinforcement of behaviours and actions will pay dividends in terms of building trust, engagement and a culture of appreciation.

Most of us hate constructive feedback. We hate giving it, and we hate receiving it. Let’s be honest, who wants to hear or tell something that feels bad and negative? Unfortunately the avoidance of it leads to poor outcomes for both employees and employers. It’s how you get a bitter 50 year-old with stunted career goals because no one made the time or effort to tell them years ago that they needed to work on X, Y and Z. We need to do better. The good news is that feedback is like any other muscle, but it needs to be exercised in order to strengthen. Start small and stay consistent and you’ll find that not only does feedback get easier to give and to take, but you’ll be able to the take on the bigger issues more easily.

Lots of people are sensitive to attack, they've been attacked many times before and will have plenty of old pain and fear - that's just reality. The trick is to open up this honest conversation while minimising the risk of triggering this old pain and fear. I'm not saying avoid your point, simply, we can amend the words and tone we use in order to say exactly what we need to say without triggering a defense-based response. An example would be: telling them what you are *not* doing - people assume our intentions - when you do this you can often see people physically relax - it's almost like they go "oh! this is NOT an attack! ah, that's good" - this simple technique can help you build more candour and trust.