How to Build a Feedback Culture

Although often neglected feedback is one of the most powerful tools of the performance management. Different studies, researches and personal experience show that monetary and non-monetary rewards usually are insufficient to support the desired results. Without feedback, employees, managers and people in general know only one part of the story. Their part. Receiving feedback from a manager or a peer opens another window for a much better view how the work has been done, what is the actual performance, and how their effort has contributed in the overall performance of the unit or company.

In my experience I have seen different performance management systems, from ones that neglect the importance of the feedback process, some that recommend it but don't regulate it formally, to others that take it very seriously. Most usual cases are with one or two formally regulated and organized feedback meetings throughout the year. This is good for the start, but if the company wants to make real improvements in the performance then it must take a totally different approach - that is constant formal and informal feedback from managers, employees and peers throughout the year. I am not speaking only about vertical top down one sided communication, but also for horizontal and diagonal, two-sided communication because just as employees need to hear about their performance, managers need, too.

Beside being a performance management tool, a well done feedback is also a solid base for improvement of the cooperation and the communication within the organization. Having a culture where everyone is open to giving and receiving feedback will drastically improve the overall communication because no one will be afraid to say what they have to say and they will know how to say it in the right way. Also everyone will be more open towards receiving feedback.

Reasons Why People Don’t Give Feedback

Although the benefits of feedback are obvious still only a small number of companies truly promote it and many people hesitate to give it. The reasons for that can be separated in two different groups.

Individual reasons

People often say that they don’t want to give feedback, that it is not their job and that they feel uncomfortable. People feel uncomfortable both when giving and receiving feedback. Other reasons are that they don’t know how and are afraid that they could be misunderstood, could offend or hurt someone. Eventually people say that it’s time consuming and it will not have a positive outcome.

Organizational reasons

Organizations can also obstruct feedback in different ways such as not supporting it and not promoting the benefits it can bring. Simply, the organization may not value feedback. If the organization and the management don’t promote feedback then everyone else won't, as well. This creates an environment in which people might think that it isn’t safe to give feedback.

How to Build a Feedback Culture

1. Plan the Introduction and Implementation of Feedback Culture.

In order to build a feedback culture you will need a professionally designed project plan that will drive the changes from where you are at the moment to the point you want to reach. So the first step would be to make the plan, assign tasks and roles and define resources and timeline. If you want to have a successful implementation then it is advisable to assign a project manager with the specific or similar experience. If you don’t have one at your organization, then it is better to hire one from outside than to do it on your own. However, if you decide to hire an external expert make sure you hire someone with a proven record of successful implementations or similar projects.

2. Promote Feedback.

One of the most important components of the plan would be to promote feedback. This has several aspects:

First, promote the benefits of a feedback rich culture - promote the benefits both for the organization and the individual. Be sure that whenever you start this kind or a similar project the employees and managers will ask one same question: “What’s in it for me?”. Here, your job will be to positively describe the benefits of feedback for the organization as well as for the individuals.

Then, be transparent about the process. Don’t let any misunderstandings and lack of information ruin the whole project.

Third, start at the top! The main role in the promotion belongs to the management, starting from the top management all the way down to the line managers. They should take an active role in giving and receiving feedback and should be held accountable for the success of the whole process.

Besides the managers you can also use a special group of selected employees acting as feedback promoters or ambassadors. This usually helps and gives more visibility and involvement to the whole project.

At the end you should use various communication channels to promote and drive feedback culture such as management and employee’s blogs, newsletters, message boards, focus groups, workshops, e-news, company magazine, corporate events etc. You can, as I’ve done it a couple of times, even organize special training events dedicated to mastering feedback or use change ambassadors.

3. Ensure Management and Employees’ Commitment.

Employees and especially managers have to be committed to the project. They have to be persistent in giving and receiving daily feedback until it becomes a habit. Besides giving feedback managers should actively ask for feedback from their peers and subordinates.

4. Promote Constructive and Positive Feedback.

Balance is very important for successful feedback. You should promote giving both constructive and positive feedback through an open and honest communication which will build trust between the giver and the receiver. Both, constructive and positive feedback should be describing the behavior and addressing the good things and the things that need to be improved. Negative feedback and criticizing as well as not supported positive feedback should be avoided.

5. Train and Practice Giving and Receiving Feedback.

You can, as I’ve done it a several times, organize special training events dedicated to mastering feedback, mentoring and personal and team coaching. You can also use a different set of development measures in accordance to the needs of your organization.

6. Be Aware and Follow the Rules for Giving Feedback.

We have talked about the rules for giving and receiving feedback. Make sure that everyone know them and that they follow them. If we want to give results feedback must be structured and follow certain rules and directions.

7. Make a Safe Environment.

Everyone should feel free to give and receive feedback. Employees should be able to give feedback to their managers without the fear that they can be punished for that. To ensure this, managers should constantly ask for feedback from their subordinates and, even more, promote and recognize those who do.

8. Start Small with Simple Steps.

Implementing a feedback culture will require change of mindset so be cautious how you implement it. If you are not sure of the consequences of each measure then it might be better to start with small and simple steps that will break the ice. Sometimes these small steps give disproportionally big results. If you are more experienced then you can be brave start with bigger measures. So don’t be too ambitious from the very beginning and try to use actions as simple as possible. Simplicity will show to be key to the success of many of those activities.

9. Celebrate Feedback and Promote Champions.

Organize events to promote acknowledge and recognize feedback champions. Once employees will see that you appreciate, recognize and reward it they will be more eager to do it.

10. Promote It as a Normal Daily Routine.

If you want feedback to become part of your culture then you should promote it as a normal daily routine and not as a special event or feedback meeting. As long as it follows the rules, feedback can be given on the way, in the elevator, during lunch etc. This also means that feedback should be given right away instead of waiting for a right occasion.

11. Organizational Feedback.

Feedback has two dimensions, personal feedback between two individuals and organizational feedback. Until now we have talked about personal feedback. But the organization also needs to give feedback about finished projects, initiatives, results etc. If you want to have a true feedback culture then you need both dimensions.

12. Measure It.

As in every other project you need to measure the results of your activities. By measuring you will know if you have achieved the foreseen outcomes or if you’ll need to adjust and introduce new measures.

13. It Takes Time and Consistency.

Eventually, you have to be prepared that it will take time until you build a true feedback culture. After all you are changing a mindset. During this time consistency and constant efforts are important for overall success of the project.

At the end, no matter if you use all or some of the above steps, be sure that you will have a feedback culture only when feedback becomes unconscious habit of the employees and managers in the organization.

Feel free to share, comment, agree or disagree!

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