How do you get feedback from your team and experts to make better strategic decisions?

Before defining decision criteria and boundaries, it perhaps makes sense to understand the lay of the land, otherwise, strategies are devised based on the self-defined bounties which may or may not be the best outcome. For example, a CEO perhaps consults the Board before defining a strategy and work with the executive team to implement.

Be careful not to add bias to your decision criteria. It is way too easy to add confirmation bias inside your questions. I would seek a second opinion before making a final decision.

Obtaining valuable feedback for strategic decisions begins with a well-defined set of decision criteria. I believe that outlining objectives, priorities, constraints, and risks is essential in framing precise feedback questions. This strategic approach not only helps filter out noise but also ensures the feedback you gather is relevant and directly contributes to making informed and effective decisions.

While seeking feedback, it’s essential to understand the objectives and priorities. However, you might want to leave some trade-offs and constrains still open. For me, this is exactly the kind of feedback one should seek from others. They typically have new ideas and perspectives that can change the landscape of your decision. Hence, one should not have a strong bias towards the outcome while seeking feedback. It’s better to seek feedback early and focus on the objectives.

Engaging with subject matter experts ensures well-informed decisions. Seek out those with domain knowledge and experience related to the strategic challenge at hand. Their insights can provide invaluable context and alternative viewpoints. Internally, encourage team members to voice their opinions openly. Constructive criticism and differing viewpoints should be embraced as they often reveal blind spots and untapped opportunities. Anonymous surveys or suggestion boxes can also provide a platform for candid feedback.

If you want people to give productive feedback, make sure that they understand why you need the feedback in the first place. Are you doing this to improve a process, product, service? Or are you doing this because you want help for your year end revue? Make sure that in your diverse group of representative, you choose people who can challenge you and whose feedback you can trust. Not "yes" people.

A great focus for effective feedback is knowing who you should be approaching. Here are some points to reflect on to guide you in the right direction: 1. Do you know how effective you are as a leader? 2. Do you wonder what your superiors really think of you? 3. Have you received constructive feedback in the quarter, have you implemented it? From here, based on who is in the position to have either seen you in the role, or supervised you under this scope, reach out and get a discussion started there.

The best and hence the most effective time to get feedback is before any real decisions are made. This helps shape the outcome. As a reminder, one should still be open-minded to feedback even after decisions have been made. The world around us changes rapidly, and these changes might actually alter your point of view. It’s also important to understand who the best people are to provide feedback. You don’t want to surround yourself with ‘yes’ people, but actually want to hear different perspectives from stakeholders as well.

From my perspective, obtaining feedback for strategic decisions hinges on effective communication. I believe it's essential to ask for feedback that is specific, open, and timely. By seeking input on key decision aspects, being receptive to insights, and incorporating feedback early in the process, you can make more informed and adaptable strategic choices that align with your objectives and evolving circumstances.

A good strategy to use is to make the feedback visual. Use posts its on a wall if you need to. Add it to the specific areas you are seeking input on and then, derive an action plan. Not only will it help you group the feedback into useful and actionable categories but it also serves as a constant reminder of the improvements to be done. Make sure you keep your visual board updated regularly. Weekly or monthly checkins are a useful way to make rapid changes when needed.

The word feedback can sometimes be seen as critique so use of language is key. I use all my Compassionate Cs here:- Community Communication Consultation Co Creation Co Production By putting 'Community' first within these areas I can get what I need in relation to diverse contribution, impact assessing, DEIB and ownership to make informed decisions. It is important to take ownership of the decision or there can be a tendency to keep asking opinions or over consulting . Understand who is accountable and responsible. This is where being aware of the RACI model can be good or decision making doesn't take place let alone good strategic decisions......

Obtaining feedback from both your team and experts is paramount for informed strategic decision-making. Start by fostering an open and collaborative environment where diverse perspectives are encouraged. Regular meetings, brainstorming sessions, and workshops can facilitate these exchanges. The key is to create an atmosphere where feedback is valued and acted upon. This iterative decision-making approach enhances the quality of your strategies and fosters a culture of continuous improvement.

While the technical aspects of gathering and analyzing feedback are crucial, it's imperative not to overlook the human element in decision-making. 1/ The nuances of tone, hesitation, or enthusiasm can sometimes tell you more than a straightforward answer. 2/ It is important to have one-on-one conversations, listen with empathy, and ask open-ended questions. 3/ The soft skills complement the more structured approach to decision-making. It not only clarifies your thought process but also helps your team and advisors understand the complexity and nuance of the decision at hand. Your expertise is not just in the facts and figures; it's also in reading people and situations, an equally indispensable skill.