Here's how you can foster a feedback culture in your organization.

1. Initiate regular one-on-one meetings with team members to provide feedback and encourage open dialogue. Let them know it is a safe place. 2. Model specific and constructive feedback during team meetings and interactions. If need be, train your team on how to give constructive feedback. 3. Show appreciation for good work publicly and privately. This will make them feel comfortable and will allow them to lower their guard and speak to you openly. 4. Share personal experiences of receiving and implementing feedback for improvement. This would show them that you are serious about this process, and it is not just a formality.

Radical Candor as a framework is simple and effective. Demonstrating it yourself and then facilitating a group discussion with team about it so everyone has permission from each other to use it is very powerful.

1. Make the feedback something that happens often and isn’t feared. Normalise it. 2. Make the content of the feedback really specific and clear. Remove any ambiguity. 3. Invite 2-way feedback into the process in order to ensure that feedback is seen as important for everyone 4. Give follow up feedback on your feedback. In that way feedback is seen as not just “another conversation” but rather as something that is important and meaningful to both parties.

Incentivar la retroalimentación positiva, celebrar los logros y comportamientos destacados, y fomentar una cultura de reconocimiento y aprecio contribuyen a fortalecer la confianza y el compromiso en el equipo. El feedback debe ser visto como una oportunidad de crecimiento y aprendizaje, impulsando la mejora continua en todos los niveles de la organización.

Developing a feedback culture in your organisation can be complicated or simple. I would go for the simple option if it were me. Far too many organisations overthink the idea of gaining feedback from colleagues. Often, this is seen as an annual process of doing a survey, reporting key points and then SMT asserting that they have listened and that’ essentially it. This approach is often seen by staff as pointless. So, to keeept it really simple why not actually asks the staff to design a bottom up method where an organisation seeks internal as well as external feedback? After all, it’s the people doing the work whin and between your organisation and it’s customers who hear day to day what people really think and what solutions could be

If you are a leader and want to encourage a feedback culture... Ask. Ask again. Ask some more. "How am I doing?" "What did you think?" "What's your viewpoint on this? "If you had one suggestion for me, what would it be?" "What blind spots am I not seeing here?" "What's a different way to think about this? "What are you hearing from others?" "How did you experience that?"

La retroalimentación es el desayuno de los campeones, porque si retroalimentamos, a diario el equipo, estará más preparado para obtener los resultados.

Es muy importante tener y dar claridad sobre la expectativa del desempeño, sin dejar de lado que como seres humanos podemos tener áreas de oportunidad y no todos tenemos la misma capacidad de adaptación, aprendizaje, ejecución, tolerancia a la frustración, etc. Hacer ver el porque y para que se requiere la participación de cada colaborador y como su rol es indispensable para la compañía es crucial, entonces la retroalimentación será más objetiva, más fácilmente aplicable y en consecuencia habrá más eco en lo que se acuerde dentro del feedback.

Trust and transparency go hand-in-hand. Effective feedback (being transparent) is one way to build trust within a team. As the lead, help the team understand why feedback is important for doing their job well, and as a result, the team performance increases. When feedback is a natural part of communicating, it saves time and energy. Helping the team understand that the feedback is for the behavior and not the person, it helps to depersonalize it so that people can hear objectively.

Feedback does not come naturally to us, opinions do. How to pivot from opinions to feedback, and be constructive at it, is a skill that must be mastered. You can help your team ace this skills by: 1. Organize feedback training workshops or seminars for all team members. 2. Include role-playing exercises to practice giving and receiving feedback in various scenarios. 3. Offer resources such as articles, books, or online courses on effective feedback techniques. 4. Provide ongoing support and coaching to help individuals improve their feedback skills over time. 5. Take examples of previous feedbacks that did not land correctly, and without mentioning the names, ask team to rephrase those feedbacks.

Feedback is like a muscle - it needs regular exercise to grow stronger. By providing training sessions dedicated to feedback skills, you're essentially setting up your team for a workout session at the feedback gym. Think about it: just like lifting weights, the more your team practices giving and receiving feedback, the more proficient they become. These sessions are like personal trainers guiding them through proper form and technique, ensuring they get the most out of each feedback rep. Plus, by teaching your team to listen actively and respond thoughtfully, you're essentially giving them the tools to become feedback ninjas - gracefully dodging defensive reactions and delivering constructive criticism like seasoned warriors.

La capacitación y la práctica constante y en forma regular es lo que mantendrá esta cultura respirando. Trabaje en capacitaciones con grupos no muy grandes, use ejemplos reales, haga role playing. Este listo a contestar la pregunta, "eso no puedo hacerlo con mi jefe", "si digo o pregunto eso me despediran". Las personas desean los cambios, solo temen a como les afectarán.

La retroalimentación es desayuno de los campeones, porque si a diario, retroalimentamos toda información que necesitan tener para obtener resultados, les será más sencillo llegar a ellos.

La retroalimentación es todo un arte. Desarrollar el arte de realimentar a las personas incluye la capacidad de hacerle ver al otro cuidadosamente sombras y luces. Resaltar la fortaleza será tan importante cómo revelar áreas de oportunidad. Es un intercambio de extremos en el que el mayor desafío es ofrecer un acertado equilibrio de información. Y si después de la revelación, sobre todo de sombras, hay agradecimiento y crecimiento, será la señal de un acertado y exitoso intercambio de información.

Regularity must take place systematically in regular processes - this is easy to achieve with 360° feedback survey systems. Supported by active HR work through moderated leadership dialogs, learning from constructive and critical feedback can be anchored in the corporate culture.

Incorporate feedback look framework as Andres has mentioned. These feedback cycles should be triggered on specific dates which could be annual, half-yearly or even monthly and also event-based. Waiting for the next feedback cycle to give feedback on something that should be worked upon today, is a mockery. So, 1. Implement regular feedback sessions as part of team meetings or project reviews. 2. Use digital platforms or tools to facilitate feedback exchange after project milestones or achievements. 3. Encourage informal feedback exchanges through daily check-ins or dedicated communication channels. 4. Set reminders or establish routines to ensure feedback becomes a consistent practice within the organization.

When encouraging regular feedback, ensure that it's not just top-down but also peer-to-peer and bottom-up. Foster a culture where everyone feels empowered to provide constructive feedback regardless of their position in the organization. Additionally, leverage technology to streamline feedback processes, such as using online platforms or apps for anonymous feedback submission. Further advice: Lead by example by actively seeking and acting on feedback yourself, demonstrating its importance and normalizing its practice within the organization.

Es cierto que el feedback se debe realizar lo más frecuentemente posible, de manera ordenada y siguiendo protocolos y herramientas que lo faciliten, pero no olvidemos que como seres humanos el día a día es lo que nos mueve, por ende diario tenemos situaciones de feedback que podemos aprovechar Ej. Cuando decidimos o decimos algo, la reacción natural de nuestros colaboradores o la propia se expresa con gestos, movimientos, miradas, tono de voz, etc., y eso indica que algo anda mal, y en ese momento se puede aprovechar para abrir canales de conversación e intervención preguntando ¿Esta todo bien?, ¿Hay algo que consideres podamos mejorar? ¿Algo que desees compartirme? , así que estemos atentos porque son grandes oportunidades para el feedback

Ofrecer un espacio seguro irá de la mano en ofrecer un modelamiento seguro de retroalimentación. Ofrecerla será tan importante como pedirla a quien se da. Es un mejoramiento en doble vía que generará cultura y seguridad.

This is where the role of the people manager is important. The manager's behavior sets the tone and signals to his/her staff whether feedback is encouraged. Manager needs to model the way to create psychological safety

Encouraging a feedback culture isn't just about setting up suggestion boxes and hoping for the best. It's about creating an environment where honesty and openness are as common as Monday morning meetings and coffee breaks. Imagine a workplace where employees feel comfortable sharing their ideas and concerns without worrying about getting metaphorically slapped on the wrist. By providing anonymous channels for feedback, you're essentially opening the door to a treasure trove of insights and ideas. Sure, there might be some rough patches along the way, but hey, diamonds are formed under pressure, right? Embrace the imperfections, learn from the missteps, and watch your team soar to new heights!

Sichere Räume für Mitarbeitende entstehen durch Freiräume, in denen sie Fehler machen und sich ausprobieren können. Führungskräfte sollten hierbei als Coaches agieren, nicht als traditionelle Manager*innen. Ein Beispiel dafür ist unser Slack-Channel "Lob und Komplimente", der es ermöglicht, positives Feedback von verschiedenen Stakeholdern zu teilen, das sonst möglicherweise nicht beim Mitarbeitenden ankommen würde. Dies fördert die Motivation und stärkt den Teamgeist. Zusätzlich empfehle ich einen Slack-Channel für "Ideen/Innovationen", um kreative Vorschläge und Innovationen zu fördern.

Todo líder debe ser retroalimentado y retroalimentar su equipo y el tener resultados por la capacitación diaria, merece ser reconocido públicamente y a la vez recompensado.

Veo en general una tendencia natural a identificar y resaltar con más facilidad las dificultades y mayor dificultad, espontaneidad y frecuencia el esfuerzo, sobre todo durante un proceso. Damos por sentado el resultado, pasando por alto los poderosos pasos durante el proceso. Practicar continuamente el reconocimiento primero en nosotros hará que naturalmente podamos reconocer el de los demás.

Descriptive praise vs. Evaluative praise in a group/team setting is “twice blessed.” Takes a bit of practice, yet people notice the difference, sets expectations, and essentially exposes what works for the entire team.