How can cross-functional facilitators use feedback loops to develop leadership skills?

1 Feedback loops explained

A feedback loop is a cycle of communication that involves giving and receiving information about a specific action, behavior, or outcome. The purpose of a feedback loop is to provide insights that can help improve the quality, efficiency, or effectiveness of the action, behavior, or outcome. Feedback loops can be formal or informal, positive or negative, direct or indirect, and can come from various sources, such as peers, managers, clients, users, or data. Feedback loops can also be categorized into four types: reinforcing, balancing, single-loop, and double-loop. Reinforcing feedback loops amplify the effects of an action, behavior, or outcome, creating a virtuous or vicious cycle. Balancing feedback loops counteract the effects of an action, behavior, or outcome, creating a state of equilibrium or stability. Single-loop feedback loops focus on correcting errors or deviations from a set standard or goal. Double-loop feedback loops focus on challenging and changing the underlying assumptions, values, or rules that guide an action, behavior, or outcome.

2 Feedback loops for performance improvement

One of the main benefits of feedback loops for cross-functional facilitators is that they can help them improve their performance and deliver better results for their teams and clients. By using feedback loops, cross-functional facilitators can identify their strengths and weaknesses, learn from their successes and failures, and adjust their strategies and techniques accordingly. For example, a cross-functional facilitator can use a reinforcing feedback loop to reinforce the positive impact of their facilitation skills on the team's productivity, engagement, and satisfaction. They can also use a balancing feedback loop to balance the negative impact of their facilitation challenges on the team's performance, morale, and trust. They can also use a single-loop feedback loop to correct any mistakes or gaps in their facilitation process, such as unclear objectives, inadequate preparation, or poor time management. They can also use a double-loop feedback loop to change any limiting beliefs or assumptions that affect their facilitation approach, such as overconfidence, bias, or resistance.

3 Feedback loops for communication enhancement

Another benefit of feedback loops for cross-functional facilitators is that they can help them enhance their communication skills and build rapport with their teams and clients. By using feedback loops, cross-functional facilitators can improve their listening, questioning, and feedback skills, which are essential for effective facilitation. They can also improve their verbal and non-verbal communication skills, which are crucial for conveying clarity, confidence, and empathy. For example, a cross-functional facilitator can use a reinforcing feedback loop to reinforce the positive effects of their communication skills on the team's understanding, alignment, and collaboration. They can also use a balancing feedback loop to balance the negative effects of their communication challenges on the team's confusion, conflict, or frustration. They can also use a single-loop feedback loop to correct any errors or misunderstandings in their communication process, such as ambiguous instructions, irrelevant questions, or vague feedback. They can also use a double-loop feedback loop to change any unhelpful habits or patterns that affect their communication style, such as interrupting, dominating, or avoiding.

4 Feedback loops for influence increase

A third benefit of feedback loops for cross-functional facilitators is that they can help them increase their influence and credibility as leaders in their field. By using feedback loops, cross-functional facilitators can demonstrate their value, expertise, and professionalism to their teams and clients. They can also showcase their learning, growth, and adaptability to changing situations and expectations. For example, a cross-functional facilitator can use a reinforcing feedback loop to reinforce the positive outcomes of their facilitation work on the team's or client's goals, needs, or satisfaction. They can also use a balancing feedback loop to balance the negative outcomes of their facilitation work on the team's or client's challenges, risks, or feedback. They can also use a single-loop feedback loop to correct any shortcomings or flaws in their facilitation work, such as missed deadlines, unmet expectations, or unsatisfied stakeholders. They can also use a double-loop feedback loop to change any outdated or irrelevant practices or methods that affect their facilitation work, such as obsolete tools, techniques, or frameworks.