What are some common feedback myths that hinder organizational effectiveness?

In a typical org., both sides dread giving/receiving feedback. This is because it is more ritualistic than it is as an ongoing exchange of what is happening and how well. So, to increase org's effectiveness making this process more informal, integrating it with everyday conversations can make a positive difference. Most employees intend well and do a good job. So, acknowledging episodes of impactful work on an ongoing basis can increase the effectiveness of any feedback that comes their way. Also, giving written kudos with cc's to stakeholders around them, including their higher-ups, has a positive effect on the recipient and on the teams. In outstanding instances, send a hand-written card and Mail it to their home and witness the magic!

Rather than reserving feedback for formal reviews, integrate it into everyday interactions and workflows. This can be done through regular check-ins, project debriefs, and team meetings.

Feedback is not only for correcting mistakes, but also for recognizing strengths, reinforcing positive behaviors, encouraging learning, and celebrating achievements. When feedback is approached as a tool for growth, it can create a positive and supportive culture. By valuing both constructive criticism and positive reinforcement, individuals and teams can continue to learn, grow, and thrive.

Feedback is a necessary component of professional development. There are many forms of feedback that foster growth, including self-reflection, positive reinforcement, and identifying areas in need of improvement. It is through these modes of feedback that we are able to determine the gaps in our development for continuous learning and improvement.

Implement digital tools and platforms that facilitate real-time feedback. These tools can be integrated into your existing workflow, allowing team members to give and receive feedback instantly.

Well stated. I would add...that depending on the number of direct reports, I recommend managers have monthly (or bi-monthly) feedback sessions. Not only is the feedback more timely (as you suggest), when it comes time for performance reviews...there are no surprises.

When feedback is given on a regular basis, it creates a culture of coaching. It allows for more open dialog and lessens the chance of any surprises during a formal performance review.

Promote a culture where feedback is not just top-down but also includes peer-to-peer interactions. Encourage team members to regularly give and receive feedback among themselves.

This is a great point! When giving feedback I always ask questions like, "what can I do better to support you?" It helps to cut back on the defensiveness when you have to provide feedback to someone and also makes them feel like they're not alone in trying to implement the feedback they're receiving. Oftentimes by asking these types of questions after giving feedback you learn something in return that you can put into practice.

We all have opportunities. All feedback is worth consideration. However, not all feedback we receive calls for action. Whether to change, or not, is a personal one.

Feedback is a two way street. Open dialog is key. Coaching should always allow for introspection and self assessment as well as allowing for feedback on how the coach can help to achieve set goals

Feedback is not a one-way street. It two-way street where both parties listen to each other, empathetically, make necessary action plan to improve any shortcomings. This creates a culture of transparency and accountability promoting excellence in work place and creating strong teams.

When providing constructive feedback, it’s okay to ask the other person if they’re open to hearing feedback that can make them even more successful. When people agree and give permission to being open to the feedback, they will be more likely to consider it and take action.

If the majority of feedback is negative or "corrective", this situation is tantamount to the saying, "The beatings will continue until morale improves!" Feedback will be a wincing word and your employees will resent both the consistent correction AS WELL AS the inattention to their productive efforts - which will dwindle as morale decreases across the board. Don Clifton's experiment to find the awesome in everyone resulted in the CliftonStrengths assessment. Everyone in your organization as an awesome in them. Find it. Help your people contribute with as much as possible daily. Celebrate it! Feedback will radically change from wincing to something employees literally look forward to as they know it benefits them, as well as the org.

As a personal development and workplace coach, I have found feedback to be an essential component of organizational effectiveness. However, it must be embedded into the culture. Two myths (or practices) that thwart this notion are: 1) Feedback should only come from the managers; 2) Feedback should be anonymous. Creating a feedback culture involves the practice of free exchange of feedback. If properly established, it can be one of the most productive practices within an organization. A well-established feedback culture will foster continuous improvement, engagement and collaboration, and can drive innovation. Establishing proper boundaries, ground-rules, and habits can be challenging, but will be worth the effort.

Anonymous feedback mechanisms should be used judiciously. This approach makes sense for large swaths of employees to provide feedback. However, when surveys are targeted at the individual level, the anonymity can make it difficult for the receiver to identify where their opportunities exist, and how to make the feedback actionable. For example, if an employee leads three project teams, feedback may vary between the teams and projects. Anonymous surveys don’t provide the context needed for the feedback receiver to decide where or how to focus their improvement efforts.