Three Steps for Leaders to Build a Culture of Feedback
There is so much we could learn from each other if only we could say it. If you want to increase the ability in your organization for your people to share their valuable perspectives, here are three steps you can take starting today.
Step 1 - Introduce Helpful Paradigms for Feedback
Value alignment. A culture that is healthy with feedback values alignment. Alignment is when a team has enough shared understanding that it can move forward together. If we value alignment, then we value gaps in alignment and we point out when we see something differently.
Attend to the 'how.' When a team and organization give adequate attention to how they do things, it's easy to fold in more feedback. Articulating how feedback will be shared, in a meeting, for example, increases the psychological safety and the permission to be honest.
Assume a growth mindset. Feedback is easier to give when you believe that the recipient wants to improve. Feedback is easier to receive when you want to improve. Assume a growth mindset in others and -- take it on -- in yourself. It's the fixed mindset that makes receiving feedback feel like a make-or-break situation.
Step 2 - Build Skills in Feedback Techniques
Frame it or game-ify it. Put the feedback session inside a frame. Give it some context and give it some structure. Gamify it by turning it into a game of sorts - this article shares more. This structure will greatly increase the psychological safety and thus ease and thinking ability of those in the room.
Give neutrally. If you feel emotionally charged about the feedback you want to give someone, get yourself to an emotionally neutral place first, if at all possible. Process your reactions through whatever means works for you (more on feelings at work, here). Prepare for the feedback by writing out your thoughts, using “I” statements. Then, detach when you deliver the message, remembering that you can only offer your perspective and it’s up to the other to decide what to do with that information.
Receive graciously. You may not necessarily feel open to feedback, but no matter what, you can receive it graciously. You can offer grace to the giver, because that role is also vulnerable and not easy. Focus on understanding their message, not evaluating their message. Try to appreciate the fact that they’re taking the time to offer feedback, even if they botch the delivery and even if you don’t agree with the feedback.
Step 3 - Foster Habits That Change the Culture Over Time
Integrate feedback. Make feedback part of every meeting-—ok, maybe not every, but aim for 90% of meetings. Even doing a check out at the end of team meetings is a method of feeding back. Avoid turning feedback into a once-a-year awkward phenomenon. Make it a regular part of team operations. Teams want to learn together and they can come to actually enjoy feedback.
Ask for feedback. Asking for feedback puts the asker in the driver's seat, already buckled up. Giving is vulnerable too, and asking gives the giver permission to be honest. Asking enables the asker to really own the fact that they want this information.
Regular feedback, especially after work milestones or performances, can be a deep source of growth and value that colleagues get. Don't squander this rich opportunity!
