How often should you ask your supervisor for feedback?

If you ever feel you can't talk to your supervisor for feedback that is an issue. Open lines of communication are drivers of growth both for the Supervisor and the employee. Everyone learns in an open environment.

It's essential! You can only see the front half of yourself in the mirror. Feedback gives you that 360 degree view that allows you to see the fuller picture.

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Sempre que houver duvida na rela??o entre pessoas ou processo ,retorno é de grande importancia. para fortalecer ,e dar foco no que almeja buscar ou ser.

Feedback can help you develop, but as a merchandiser, you must additionally remain open and enhance your listening skills in order to create an environment in which feedback has a positive impact and allows you to progress.? Some merchandisers find it difficult to do this simply because of their ego, a lack of communication skills, a stubborn attitude, or because they frequently take comments personally, particularly on the aspect that the merchandiser perceives as unfavorable. As the saying goes, "the truth hurts."? Yes, the truth can be hurtful, but it can also be used to improve things and circumstances.

One thing I've found helpful is having the mindset to find feedback from day to day communication with supervisor. Beside that we can ask feedback in every 2-3 months or whenever we feel.

Be attentive to moments when immediate feedback might be valuable, such as after a presentation or a key task. Demonstrating a proactive approach to improvement and openness to feedback can contribute positively to your professional development. Remember, the frequency may vary based on the nature of your work and your supervisor’s preferences, so stay adaptable.

I will do it daily, whenever I interact with my people. I would love to hear from them to make sure they understand what to do and how to do it.

I actually set reminders on my calendar to remind me to seek feedback. Often I find myself focused on the day to day tasks that need to get done. Instead of relying on remembering, I systematize it. Build the automatic reminder in for me and it helps me do it. I want to get the feedback, but in order to make it a priority I have to help myself remember.

After every one season completion there should be a feedback process for supervisor. That will definitely keep the pace of good and skilful work process. Company should not take feedback frequently as this will create a misjudgment of the person who is working under the supervisor.

When it comes to getting feedback, get specific and share as much context as possible up front. Instead of asking "how can I get better at X?" Say "I've tried X solution and Y solution and still don't feel that I'm progressing quickly enough. Are there any ways you'd go about this more effectively?" This helps your supervisor understand where you are and how to get you the exact help you need.

I will ask for feedback formally and informally. I will do it whenever I interact with my people. I don't need any surprise so I will proactively ask.

I like to provide feedback based on the 5 steps of leadership: 1) Education - Is the person fully educated in the area of feedback provided? 2) Expectation(s) - Does the person fully understand the expectations around the subject/topic/task? 3) Accountability - Do THEY hold themselves accountable to their education and expectations? Are they above average, meeting, or underperforming their responsibilities? 4) Discipline/Reprimand - Does the person need to be disciplined or reprimanded due to not modeling steps 1-3? 5) Reward - They are doing well in their specific subject/topic/task - great! How are you celebrating their accomplishments? This can be as simple as recognition, coffee, or more. How do they feel valued in what they do well?

Feedback should be on, 1. Management of work 2. Implementation of newness 3. Improvements of skillset 4. Communication between team and subordinates

Make sure the recipient is prepared for the feedback session. Clearly describe the situation. Present your take on the situation. Give actionable recommendations for improvement. Turn the session into a conversation.

In situational management, the frequency of asking for feedback from your manager should be adapted to the specific context of your role and tasks. Assess the situation to determine when feedback is most beneficial, such as during high-stakes projects or when tackling new responsibilities. Maintain open communication and adapt your approach based on situational demands and professional development goals.

When giving feedback it shouldn’t be “you’ve done a,b, and c, wrong.” It should be phrased in a way that shows a way to solve issues. I try to pull from my coaching background and use the ‘sandwich approach’. For example, “you did this part well, but struggles with that. Maybe we can try it this other way. But I like that you made this attempt.” It shows the person you are speaking with, that you see their effort and are willing to help them correct or solve the issue.

-reflect -identify patterns -set goal -Develop an action plan -implement changes -seek follow up feedback -Adapt and iterate