The Gift of Feedback

You may find it surprising how many executives at all levels have trouble with giving and receiving feedback, both positive and constructive.  It is one of the most common development areas for executives which can become a systemic part of the corporate culture and critically impact an organization. 

The perception about the act of giving feedback, whether it is real or myth is derived from fear.  Fear of retribution, fear of engaging in conflict, fear of hurting someone’s feelings and the fear of inflating one’s ego. 

The truth is if an individual doesn’t have a degree of self awareness about how their behavior impacts others or a situation, then, how can this individual have the opportunity to change their behavior to enhance results, or become more effective or efficient?

One way an executive can gain self awareness is to participate in a 360° feedback process.  This process involves gathering feedback through use of an assessment tool or interviews with the executive’s direct reports, peers, boss and/or senior managers.  The feedback is then organized into themes of key strengths and areas of development, which is then discussed with the executive.  The executive listens and explores both the strengths and areas for development, to gain clarity and appreciation for the impact of their behavior.  This gives them the ability to think about how they can alter their behavior to get better outcomes and results. 

What a gift!  This feedback gives the executive an opportunity to decide how they will move forward and act to enhance or improve their performance or not act at all.  The feedback is theirs to own and decide on their next course of action.

Now, most executives receive a form of feedback once a year through a Performance Review Process.  This may be the first and only time the executive is hearing about strengths and development areas and it may come as a surprise.  Imagine the time saved and the impact on results if only executives would receive feedback “In the Moment” at the appropriate time the effective or ineffective behavior is displayed throughout the year.  Let’s review some examples:

Scenario 1 – Giving Positive Feedback    

A colleague, who is a peer, just presented to a large, challenging and curious audience and did an outstanding job in the Q & A portion of the presentation.  You pull her aside and give her some unsolicited positive feedback.  You tell her that you were impressed with her ability at answering tough questions in a diplomatic manner.  You then ask her if she would be willing to spend some time over coffee to coach you in preparing for an upcoming presentation that you are to deliver to a similar audience.

Scenario 2 – Giving Constructive Feedback

A colleague, who is a peer, just presented to a large, challenging and curious audience and during the Q & A portion appeared nervous, uncomfortable with saying “I don’t know and I will get back to you”, and unprepared for tough questions.  After the presentation you pull her aside and give her supportive constructive feedback.  You say, “That was a really tough audience which asked some tough questions.  You seemed uncomfortable with taking questions and responding.  If you could do it over, what would you do differently to prepare for the Q & A portion?”  You suggest preparing anticipated questions and thinking through the answers prior to the presentation and offer to work with her the next time she delivers a presentation with Q & A.

Wouldn’t you want to know what you could do to enhance, improve and become more effective “In the Moment “ rather than at the end of a yearly performance cycle?  Feedback given in a supportive, constructive way will be well received.  So that’s why I consider feedback a gift!  Try it.