How can you receive feedback from your team to improve your management skills?

I teach people to become better investors and traders. At the ripe young age of 68 because my Dad became a broker when I was 13, I have 55+ years of experience under my belt. As a consultant to everyone in the industry, from the SEC to several listed companies the answer to success was easy. I have two ears, two eyes and but one mouth. Listen and observe twice as much as you talk; it works. Quite often other people have the answers or at least the ideas to get you started in the right direction. In my courses naturally I teach equities, bonds, futures, ETFs, options and more but I start with the most important topic, emotional intelligence. That's the one that encompasses everything I've learned, listen to others, they're better than you.

A lot of the advice here is good process. But the human side is more important. If you want to receive feedback, you have to be willing to give it. And if there isn't an institutional culture of doing so, you need to learn how to give it unprompted 2 good principles: (A) you earn the right to give critical / developmental feedback by giving praise where due (B) we (Brits) tend to deflect +ve feedback. Don't. Learn how to accept it: "Thank you, that's very kind". Or "Thank you. That's thoughtful, I'd never considered that". If you respond to feedback like this, you will get more. And you will be much more likely to get thoughtful feedback when you ask "Are there things I could be doing better from your perspective?"

You have to lead by example and demonstrate that you are willing to listen and take action on feedback that is given. Share and acknowledge where you can improve and don't get defensive. Internalize what is shared and then ask for continuous feedback to track your progress.

Lowering the barriers for feedback is great, as long as it invites honest opinions and not fabricated must-do comments. The same goes for reducing anxiety and ambiguity around the topic: it is great, but often I've encountered over-engineered feedback processes (basically a list of things one cannot say and a list of things one has to say) that remove authenticity and cultural preferences and differences. The result is often not feedback, but a pile of words, deprived from any form of meaning. Reminding people of your team's values (often things like respect, honesty, team spirit etc.) and giving them more freedom in how to express themselves is often enough and works miracles.

Creating a culture of open communication and trust is essential for receiving constructive feedback from the team. I've learned that you need to do regular check-ins, both one-on-one and team-wide and provide dedicated spaces for discussions. Incorporating anonymous platforms encourages honest opinions too. However, it's not just about receiving constructive feedback. It starts with you leading by example, asking specific questions, and practicing active listening to convey a genuine willingness to receive feedback.

Focus on feedforward instead of feedback. In other words ask what you should do more or less of, instead of looking in the rearview mirror and asking what you should’ve done differently. Those types of recommendations are usually easier to get and very impactful.

I've also embraced anonymous feedback mechanisms. Periodic surveys or suggestion boxes enable team members to express thoughts without fear of reprisal. Anonymity promotes honesty, unveiling aspects of my management style that may not surface in face-to-face discussions. Analyzing these responses provides valuable insights into areas where adjustments or enhancements are needed. Additionally, I've introduced a "feedback-forward" concept. Instead of solely receiving feedback, I encourage team members to propose solutions or strategies for improvement. This not only empowers them but also fosters a collaborative atmosphere where everyone is invested in the team's success.

It is important to set the tone to receive constructive feedback: - Anonymous Surveys to gather feedback from your team members. Ask specific questions about your management style, communication, decision-making, and areas for improvement. This would allow team members to provide honest feedback without fear of repercussions. - Implement 360-Degree Feedback: within your team members, peers, and superiors. This comprehensive feedback provides a well-rounded view of your performance as a leader. - Observation and Shadowing: Allow team members to observe and shadow you in your managerial role. This gives them a chance to provide feedback based on their observations and experiences.

Asking for feedback from teams is something that all "text books" suggest, though I would rather use it cautiously. The problem is that, you hardly get meaningful feedback when you ask for it. Open channel feedbacks are almost always non-transparent and anonymous feedback tools are frequently used by people to vent out frustration against colleagues. So the responses seldom provide any real feedback. If leaders want to get honest feedback, they would rather seek them in course of regular discussions with teams when they normally speak out their mind and not make the process elaborate feeback gathering mechanism. However if the idea is just to tick a box that people feedback has been obtained, then well, there's no dearth of such tools!

In my experience, the right method is the one fits better with your team and team dynamics. For instance, it could be effective to propose quick "pulse check" after significant moments togethers (with very concrete questions on the impact of your behaviors on them). Or during your performance conversation, to ask " how can I be better as manager in enabling you on etc.."

The only effective way is to be the person who encourages his/her people to speak freely without fear or favour. You can only do it over time by abrogating the power to censure people who give you unpleasant tidings, or say things that you do not like. Create an atmosphere of psychological safety. There is no other way.

It's extremely important while receiving feedback not to be defensive, not to keep justifying. Take an active interest, ask clarificatory questions, sleep over it, consider with a open mind when you have cooled down (if you get emotional), understand the implications and evaluate how you will act upon that feedback.

Taking feedback from team members is crucial for successful management. As a manager, it's important to show sincerity and be vigilant in getting feedback from your team. I personally meet one-on-one with team members to ask how things are going and if they have any issues or advice for me. This helps build trust and allows team members to give feedback openly. Once received, it's up to me to analyze the feedback and take appropriate actions. Remember, taking feedback is a continuous process that helps improve team dynamics and productivity.

The best leader is the best listener. Give a passionate ear to the person who is speaking. You solve 50% of his problems. Leader should be a passionate listener which will take him to understand the problem. You can spend 90% of the time to understand the problem and the remaining 10% will get you the solution.

Do anonymous surveys !! Ask questions to know their views and experiences. Socialise with them to better understand their feelings and situations.

Feedback is a gift and should be treated that way. Remember Christmas morning when you didn’t get what you exactly wished for? Well you might have liked the gift but whoever gave it to you put a lot of thought into it regardless. We need to respect the other persons efforts and courage for speaking up and providing you a gift. I try and remember to say thank you after someone gives me feedback on my leadership to reinforce in my mind to be thankful and respectful.

The fastest way to stop getting any meaningful feedback is for the giver to not feel heard, conversely, the best way to encourage feedback is to show that you heard and understood it. This does not mean to always follow it, but it does require honest acknowledgment and gratitude.

Good advice! Consistent with my post. most of all set a vision for the long-term: 5-10 years in a large, Enterprise. and be sure to clearly communicate the vision and the needed steps.

Feedback is a gift. But it is useless, unless there is an action driven by that feedback. If people see, that you listen actively and try to change things based on their feedback - they will feel encouraged to feedback you also next time. Becouse it makes sense. Both for them, and for you. To get better.

Recentemente, ouvi uma frase incrível: a gente n?o ensina o que a gente sabe, a gente ensina o que a gente é. Na gest?o de pessoas é importante considerar que o comportamento do líder tem reflexo direto no dos liderados, por isso, compartilhar com seu time as reflex?es sobre os feedbacks recebidos,,apresentar seu plano de melhoria contínua e pedir o apoio do grupo na sua própria evolu??o, mostra sua vulnerabilidade, sua coragem e inspirar os demais a seguirem comprometidos com sua evolu??o constante.

Reciprocity is a key outcome of soliciting feedback from your team. The more you demonstrate humility and willingness to receive feedback, the more an atmosphere of psychological safety is generated and your team will invite your feedback on areas for their improvement.

I've never been a fan of annual reviews or forced, formal reviews at specific times of the year. I've always struggled to remember the good and bad throughout the year. This past year, I've really tried to provide immediate feedback after a sales call, meeting, or other event. I start by saying what I thought they did well and then provide some suggestions for improvement based on very specific things they just said or did. I want the feedback to be actionable. I also ask for feedback on my performance in those same situations. However, I need to do a better job of documenting those items over the course of the year. That is one of my resolutions for next year.

I would not give feedback. I would offer feedback and if the person is willing to engage I would do it with the best intention and positive attitude. Feedback is not “having a go” at someone. Feedback is about wanting to share something with another that will allow them to grow, build on their strengths and fine tune their limitations. Feedback is also not a one off. After a feedback session, become a coach and help the individual develop.

Dans le contexte d'agitation, de perturbations des repères des organisations, des changements permanents je pense que le feedback doit transcender son r?le de simple communication. En développant une culture du feedback le manager crée un espace de confiance, d'écoute et de reconnaissance qui est primordial d'une part pour favoriser la reconnaissance des uns et des autres et d'autres part pour stimuler l'envie de chacun de contribuer, de créer et d'innover en coparticipant au projet d'équipe. Ainsi les retours pertinents et sincères du manager transforment les observations en actions immédiates. Le feedback peut donc créer, je le pense, les conditions d'une réactivité cruciale dans un environnement en constante évolution.

BE CAREFUL! Ensure that you provide individual and team feedback as it applies to their performance and development. I use the acronym CTDIR (Catch Them Doing It Right) as a way to build an emotional bank account (Psychological Safety). This reinforces the perception that the leader/manager is fair, balanced and respectful towards both effort AND outcomes. Please remember that when you acknowledge discretionary effort, people are much more appreciative than when you point out the 1% improvement feedback. Instead of waiting for someone to disappoint you, ensure that people know what you expect of them and what they can expect of you in return. When people know how to play hard and play fair, they worry less and deliver more.

Build the environment first. Before asking for feedback, you should make sure you have an environment where team members feel at ease and secure to express their thoughts. To me, this comprises two fundamental components: 1. Embracing a humanistic leadership approach. Acknowledge your humanity and imperfections and show up to your team as such. An authentic human connection fosters stronger rapport. 2. Fostering psychological safety within your team. Cultivating an environment that embraces learning from mistakes, abstains from blame culture, and encourages open dialogue creates a safe space for genuine and constructive feedback. When individuals feel invested in each other's growth, they are more inclined to offer valuable insights.

I believe there are foundational elements that should always precede and accompany such sessions: respect and integrity. When team members feel respected, they are more open to receiving feedback and are likely to engage in constructive dialogue. Then, listen and give feedback with integrity mean avoiding jumping to conclusions and refrain from making judgments or taking this opportunity to highlight issues. What I want to emphasize is that, while feedback is a vital tool for growth, its effectiveness is magnified when delivered and received with respect and integrity. These principles not only enhance the feedback process but also strengthen the bonds within a team, fostering a culture of trust and mutual respect.

Solicit feedback from a diverse range of colleagues and if relevant, clients, business partners, suppliers etc. Seek out colleagues that will give you “unfiltered” feedback and think and act different to you. Outside of work, seek out feedback from family and friends that will give you open and honest feedback to apply in your personal and professional life. #feedback

A simple way to think about bringing change is to have a conversation about - Unlearning, Learning and Relearning The toughest of these 3 learning areas is unlearning as we get moulded in our jobs, roles and growth cycles. When business, technology or industry makes a shift the unlearning and new learning becomes critical. But the unlearning involves significant inertia and needs strong will and effort to come out of mould and do things differently.

Getting feedback is not easy. It takes sustained effort. Three useful steps to get started are Step 1: ASK. Step 2: ACT on whatever feedback you get. Step 3: CHECK with the feedback provider and if he / she perceives any change. Progressively as people around you are convinced that you are keen to take feedback and grow, you will receive feedback a lot more spontaneously and readily.