How do you get feedback from various stakeholders?

Important to remember that the purpose of feedback is to enhance understanding (self-learning), make informed decisions, and drive improvement.

One of my most frequently recommended questions when seeking feedback from different stakeholders: What is one thing I can do differently that will improve our work together? This targeted question works with bosses, direct reports, peers, and mentors. It can help even the most reluctant feedback givers to feel more comfortable sharing something, because it’s specific (“one thing”) and shows you care about improving.

It is crucial to get feedback from all stakeholders. For example, if you are co-facilitating leadership development training for a client, feedback about the training should come from the audience, the co-facilitator, and you.

The first step is clearly identifying one's stakeholders. Who are they? Are they the same for every project? Every year? Do you want to hear from existing stakeholders? Potential stakeholders? Ideal stakeholders only or de facto stakeholders? Legacy stakeholders or new stakeholders? Then ask yourself what you need to know from them, for what purpose, and how you will solicit that information. Formal surveys and focus groups are tried-and-true methods. Consider engaging a leadership consultant or someone else trained in developing the types of assessments that you need to get actionable information.

I love Marshall Goldsmith’s angle to ask for feedforward. This means sharing what you are working on, e.g. communication skills, and ask people who saw you in action, what the one thing is they would like to see you do differently. It focuses their mind on a specific theme and because you ask for one thing, it’s quicker, less time consuming for the person giving feedback.

An executive coach can help here by doing a “360-degree survey” for you. This exercise has you connect your coach with 5-10/15 people who know you from all different perspectives (i.e., a 360-degree view). This would often include your boss, your direct reports, peers, customers, etc.. The coach has brief one-on-one discussions with each to capture insights about your strengths and opportunities for improvement. The coach then compiles this back in a report to you that aggregates and anonymizes the feedback. I often start my coaching relationships by doing this for clients to give them insights into areas they may want to target for improvement.

Feedback is a gift. That has been said many times. But what we don’t always follow it up with the fact that it’s often a gift we don’t want, didn’t ask for, or don’t know what to do with initially. It’s critically important that when you gather and receive feedback you first take a walk with it. Reflecting on feedback comes in many forms, but when emotions rise, and they will, it is essential that you allow yourself the gift of movement. Remember most of the word “emotion” is “motion.” So take a walk with the feedback, and allow any and all emotions to do their work…be moved. Angry? Upset? Frustrated? Misunderstood? Delighted? Excited? Enthused? All of these feelings and sensations and emotions may present from feedback. Honor them.

Despite the undue pressure put upon us, we must remember that acting on and integrating feedback doesn’t have to be a solo task. In fact the harder task is the ask…ask a subset of those who shared feedback with you to help you as a part of implementing change. Accountability is tricky work. Not meant to be done alone. Choose a few stakeholders you trust, admire and respect. Turning their words into opportunities means they have a role to play too. It’s far more challenging to merely observe from the sidelines when someone taps you in the match to help them improve and grow in real time. Try it. You’ll see who really wants you to follow through on acting on the values feedback. Empty words will soon fall away, leaving clarity for you.

You can try to act on the feedback and use it to improve your work and skills. Refrain from dwelling on feedback. There are instances where feedback is biased on biases.

Recognize that not all feedback you receive needs to be acted upon. Feedback is a reflection of what someone is looking for from you, but it doesn’t define you.

It would be wise and prudent to embrace "Servant Leadership Principles' ~Engage in active listening-ask thought-provoking questions ~Challenge people respectfully-broaden their perspective ~Uphold accountability-build trust and have some empathy ERR On The Side of Possessing Top Qualities: -Purpose-driven, courageous and authentic -Excellent listener, trustworthy and growth minded