HOW DO YOU FEEL ABOUT GETTING FEEDBACK?

Probably like you, I was not a great fan of receiving feedback. I actually dislike the term itself, which derives from cyber or audio science, referring to what happens in an electronic circuit, device or system when part of its output returns to its input, so modifying its characteristics. The most commonly experienced kind of feedback occurs when the sound from an amplifier or loud speaker is caught by the microphone again resulting in hideously uncomfortable auditory cacophony. Negative and positive feedback actually exist in the world of electronics, by the way.

In the HR-dominated world of performance appraisal, many leaders visibly and/or viscerally cringe as the word feedback is uttered. Especially early in my career as a leader, I was one such. I found the emphasis in the feedback I received was upon the ways in which I was falling short. Praise was in short supply; commendation and encouragement somewhat lacking. What about the positive impact on performance of positive reward and recognition? my undergraduate Psychology-trained brain shouted soundlessly between my ears. What about the good things I knew I had done and accomplished? Needless to say, I believed that getting feedback made no difference at all to the quality of my performance. If anything, it only hindered it.

Korn Ferry Client Partner Flo Falayi shares that in the early stages of his career, for him too feedback was a daunting presence, often signalling perceived shortcomings or discreet disapproval from colleagues and superiors. This negative perception, stemming from my formative years, made positive feedback feel exceedingly rare, reserved only for moments of exceptional performance. Any lesser achievements prompted stern warnings, reinforcing the idea that feedback equated to failure. This misconception followed me into my professional life, shaping how I initially reacted to feedback at work (see Embracing Feedback: The Keystone of Leadership Transformation, in Forbes, 4 Oct 24). Thus from an early age, Falayi goes on, I viewed feedback primarily through a lens of criticism—only outstanding achievements were celebrated while all else met with deep disapproval.

Regrettably, this conditioned response made me defensive, obscuring feedback's potential as a catalyst for growth, he observes, ruefully.

My ears pricked up at this. Feedback’s potential as a catalyst for growth?

Really?

Falayi goes on to explain: My perspective shifted dramatically when I worked with a mentor who highlighted the real value of feedback—not as criticism, but as a fundamental tool for personal and professional development. He encouraged me to extract and apply insights to better myself, transforming my understanding of feedback from a heartless critique to an invaluable personal and professional development tool.

Gradually, he declares, my view transformed, and I began to seek out feedback actively, using it as a key instrument for my growth.

The Power of Feedback in Leadership

According to Falayi, feedback is essential in leadership, serving as a mirror to our blind spots and a guide for our development journey. To illustrate, he cites Bill Gates, who once said,  "We all need people who will give us feedback. That's how we improve."

Feedback: A Leadership Catalyst

When constructive, feedback is a potent driver of innovation and continuous improvement within an organisation, Falayi asserts, adding that in order to be effective, feedback should be specific, nonjudgmental and accompanied by actionable steps to ensure it is constructive and performance-enhancing.

Falayi cites Ken Blanchard,leadership guru Ken Blanchard, who in turn quotes his former consulting partner Rick Tate, who said "Feedback is the breakfast of champions." which emphasises the need to embed feedback within an organisation's culture.

Strategic Leadership Insights – Doing Feedback Right

Organisational leaders should:

• Cultivate a feedback-rich culture: Leaders must foster an environment where feedback is woven into the fabric of the organisation, promoting both structured and spontaneous exchanges.

• Personalising The Feedback Experience: Personalising feedback and adapting feedback techniques to individual preferences maximises its impact and facilitates meaningful development. Falayi references Stone and Heen who explore these dynamics, highlighting the critical nuances of receiving feedback.

• Ensuring Feedback Leads To Action: Feedback should be clear and direct, guiding individuals and teams toward specific improvements, as underscored by Kluger and De Nisi.

Falayi draws attention to these fundamental aspects of providing feedback within a positive, constructive framework:

The Psychological and Emotional Dimensions of Feedback

Ascertaining, observing and understanding how individual people whom you lead emotionally and psychologically respond to feedback is crucial, if you are to make feedback your breakfast of champions. Leaders with high emotional intelligence can effectively navigate the complex emotions associated with feedback, delivering it empathetically and fostering a supportive environment, Falayi avers.

Feedback's Impact on Team Dynamics and Organisational Culture

A culture that values open, constructive feedback enhances collaboration, trust and respect among team members, Falayi claims, suggesting leaders examine other organisations that successfully foster such cultures to seek practical insights and strategies they might adopt in their own context.

The Role of Technology in Feedback

In the digital age, technology plays a crucial role in facilitating feedback across remote and hybrid teams, Falayi affirms. Digital tools break down geographical barriers and enable timely exchanges, helping leaders keep communication lines open.

Effectively leveraged, constructive feedback can be a transformative tool for leadership, Falayi concludes, noting that by fostering a feedback-valued culture, personalising feedback approaches, focusing on actionable outcomes and understanding feedback's emotional and psychological aspects, leaders can drive organisational success and create an environment where continuous improvement is not just encouraged but ingrained.

You know what, I might give it a go!