How do you incorporate feedback and learning from cross-functional team projects into your future practice?

I recall a discussion with an Olympic gold medalist who reflected he was great at seeking feedback, but the quality of the feedback was typically lacking. He looked inward and improved his feedback process by asking people to look for specific areas of his performance prior to performing, this then provided an area of focus for the observer to provide good feedback. We can apply this in our work environment in the same way, to great effect.

This can turn into a time consuming ‘science project’. In 5 minutes, the team can identify and agree improvements to really focus on implementing and, critically, embed into the way of working. Ask three questions of the team - 1. What went well? We need keep doing these things, they’re part of the ‘secret sauce’. 2. What could we improve? This is typically an important, but long unmanageable list. 3. What will we improve? The team should take 1 or 2 items from the long list, agree owners and timing, and move on. Building follow up of action items into the teams daily routine will be the checkpoint for progress and and support required. Once the first actions are embedded, repeat the cycle, continuing to be really focused.

Conducting lessons learned sessions can be a great way to elicit feedback. Send out a template well in advance of the session requesting feedback from each functional group. Then create a master summary when you receive the feedback. At the meeting, let each team review their feedback. Wrap up with your summary that you update as needed during the meeting. Gain alignment of the summary accuracy as a closing agenda item with next steps if needed. This approach is a great way to debrief a program breakdown during the programs deployment to course correct.

I like to use the ratio of 60/40. Sixty percent should be data driven and the remaining qualitative data. The qualitative data should be examples, not just the feedback. Employees want the specifics so they know what to scale (what's working) and fix (what's not). Our HRIS allows managers to select three to five peers for review. This feedback has enhanced our performance process and we have seen an increase in productivity and engagement since instituting this as a practice.

One thing that's missing -- to report progress on your actions to the people who gave you the feedback. It's important that people know their feedback makes a difference, so let them know you heard them and are taking action.

Having ongoing feedback loops backed into ceremonies and ad hoc meetings along with an "open door" policy help to ensure that developed work is in direct alignment with stakeholder expectations and project needs. Here are some additional things to consider: 1. Being a proactive PM who makes recommendations, solves problems, and thinks ahead will help make giving and receiving timely feedback easier 2. All feedback is based upon perception and comes when someone isn't happy or feels out of the loop. So frequently communicate up and out to involved parties. 3. You don't have to accept all feedback. It's okay to reject feedback that doesn't align with reality. But, you are responsible for educating people so their perception matches reality.