How to Hunt Down Feedback That Actually Matters.

Feedback is a cornerstone of personal and professional development. It serves to highlight both our strengths and areas for improvement.?We all use mirrors to get feedback? to optimize our appearance, KPI feedback to? improve our business performance on teams, personal health feedback data from the doctor to ensure we are meeting or exceeding the standards for being healthy.?

You can’t fix what you don’t measure and you can’t measure what you don’t see.?Feedback helps you “see” and? provides you a baseline measurement to help drive continuous improvement and success in your organization.???

But there are some things I wish I knew when I was a junior leader that would have made me more comfortable with receiving and giving feedback as I grew into senior leadership.??

1st,? I wish I knew how to seek out and receive meaningful feedback,

2nd, I wish I knew how to identify appropriate sources of feedback, and

3rd, I wish I knew if/how/when to incorporate the feedback into my daily walk as a leader.? Should I take feedback? personally, strategically, or not at all??

If you are a junior or senior leader let me share a few tips and insights about feedback, and how to use it to WIN!

FOR JUNIOR LEADERS:

When I was early in my career, I never knew about the deep and insightful value that feedback would have. As junior leaders, you have the opportunity now to use the gift of feedback.???

Set The Tone Continuous Improvement/ Feedback-Friendly Environment

1. Let your team know that feedback is welcomed, that it is a good thing, and is valued. Whether you? regularly invite? feedback during team meetings, or one-on-one sessions, this will encourage it.?When you normalize feedback as a real part of your organization, you build trust and encourage team members to share their insights openly. This openness not only enhances team dynamics but also leads to more innovative solutions and improved performance.
2. Demonstrate your willingness to receive feedback by actively seeking it and showing appreciation for it.?When you do that, you create a more open atmosphere, and will likely be seen as someone who is not a ‘know it all’, but rather is seeking collective insights to ‘get it right’.?This will set you up for having feedback be part of your operating principles for years to come.??

Seek Feedback from Diverse Sources??

I believe the diversity of the input you receive will improve the quality of your performance as you prioritize and act on it.? Sources like peers in your department, those outside your department, supervisors, subordinates, internal business partners, external customers, family members can give a well-rounded view of your performance and can help you understand your impact on people or the broader organization.??

Ask Specific Questions that target areas you have historically been challenged with or want to improve – I focused on relationship building, and leadership communications when I was serving as a junior leader (ie senior manager, director).???

1. Use Regular one-on-ones:? start with the basics—two of the most important people in your professional life? is your direct supervisor, and your mentor.? Schedule frequent check-ins with your direct supervisor—use these meetings as an opportunity to discuss your objectives & key results, and the Start/Stop/Continue question.??
2. Solicit 360 Feedback: ??Proactively ask for specific feedback from colleagues subordinates & superiors. This will show you how you are showing up as a leader.?
3. Use Project post-mortems: Just finished a major project?? While it is fresh, organize debriefing sessions with your team.? Encourage open discussions about highlights & lowlights—including asking about if how you showed up as a leader (listening, operational execution, resolving escalations, etc) was helpful to them or not, and where.??

Reflect and Act on Feedback

Not everyone’s feedback will land appropriately and may appear to be ‘off’. ? The feedback to you will either elicit a ‘reaction’ from you, or a ‘response’ from you.? Whether the feedback is favorable or not, you should always take it strategically, understand why the sentiment is what it is and respond appropriately.

Use the feedback as data so you can analyze and get to the bottom line & root cause of any behaviors that need to be curbed or amplified.??

Consider the following as you respond:?

Context and Culture matters: Evaluate feedback within the broader context of your role, organization, and industry. What might be appropriate in one setting may not apply in another. Understand the culture of the organization—are you a fit?

Consider the source: Reflect on the credibility, expertise, and potential biases of the person providing feedback. This can help you weigh the validity and relevance of their input.??

Look for patterns: Instead of focusing on isolated pieces of feedback, look for recurring themes or patterns across multiple sources. These trends are more likely to indicate genuine areas for improvement.

Seek clarification: If feedback is vague or unclear, don't hesitate to ask for specific examples or more detailed explanations. Compare subjective feedback with performance metrics or data. This can help you better validate or challenge the feedback and its implications.??

Test and verify: Before fully embracing or acting on feedback, consider testing it in small ways to verify its validity and potential impact.

Trust your instincts: While it's important to be open to feedback, trust your own judgment and experience. If feedback consistently conflicts with your values or vision, it may be worth reconsidering its relevance.?

Create an action plan:?Take some time to reflect on the feedback received and create an action plan for improvement. This involves understanding the impact that public perception may have on your career trajectory, and set SMART Goals or OKR’s to ensure your response and plans are in line with your career aspirations.?Don’t try to do everything—focus on what is the most key area of improvement needed if it is going to block your progress.?

But know you can also amplify your strengths. Keep a growth mindset.?

Use your coach, mentor, accountability buddy or anyone you can trust to help you on your development journey and hold you accountable for progress. They can give you feedback when they spot improvements in your leadership.??

For Senior Executive Leaders

As a senior executive, the impact of your leadership, the organization level from where you receive the feedback, and the context of the feedback will most likely tend to be at an organizational/enterprise level.?

How has your presence, decisions and actions as a C-Suite leader impacted the morale, collaboration,?engagement, productivity, risks / opportunities, customer engagement, and the integrity of the organization??

Your role as a senior executive will be looked at from a strategic lens and the impact you make operationally will likely be viewed in a broader context.???

Board and senior stakeholder interactions will be more commonplace interactions.? I interacted with the boards of my last 3 companies, while SVP.?When you are a high potential and high performer, your opportunity to present/interact with the board will be more likely and more often. That interaction will give them impressions of you.? Be prepared for feedback.??

WAYS YOU CAN GET FEEDBACK???

1. 360 Degree Feedback—Same as a junior leader would, senior leaders should engage in 360-Degree Feedback as well.??
2. Executive coach is an effective way to get unbiased feedback and help you with? your strengths and your leadership “blind spots” – aka?Johari’s Window.?
3. Peer Executive Networks: I am a member of such senior peer executive groups as the ELC – Executive Leadership Forum, ITSMF – Senior Manager Forum, and IWF – International Women’s Forum, where I am able to participate in an exchange of ideas and receive feedback from other leaders facing similar challenges in an informal format.?
4. Employee Engagement Surveys: Implement organization-wide surveys that include questions about leadership effectiveness.?This is a critical tool that will show how your organization views you as and other senior executives in the company.?Analyze trends and patterns to get insights.
5. Reverse mentoring:? Pairing up with younger or less experienced employees will help you gain fresh perspectives on your leadership style and decision-making processes and give you insights on how the next generation thinks about the workplace.

CULTIVATE YOUR NETWORK???

Cultivate a Network of Trusted Advisors

Identify and regularly engage in relationships with trusted colleagues, mentors, board members, industry experts, investment bankers, third party providers, management consultants,?external auditors (ie KPMG, PWC, Deloitte, etc)? who can provide candid feedback and guidance.?

These are leaders who work with you in a variety of settings? and see you up close.

They will have diverse backgrounds, experiences and global perspectives, have worked in complex situations,?and would provide? honest and constructive feedback to help you make informed decisions.??

For Junior & Senior Executive Leaders:?

WHO SHOULD PROVIDE FEEDBACK?

Whether you are a junior or senior executive, decide who you will seek advice from.? Use the following criteria:

Are They Relevant??Choose individuals who have direct experience with your work or leadership style. They should be in a position to provide informed and specific feedback.

Can They Provide Diverse Perspective? Seek feedback from a diverse group of people, including those with different backgrounds, experiences, and perspectives. This diversity can help uncover blind spots and provide a more comprehensive view of your leadership.

Are They Credible? ?Look for individuals known for their integrity, expertise, and constructive approach to feedback. Their input is likely to be more valuable and actionable.

Can They Be Objective? Prioritize feedback from those who can offer an unbiased perspective. While it's important to consider feedback from close colleagues, be aware of potential biases or personal agendas. Assess the source so you can distinguish between constructive criticism and subjective opinions.

Do They Understand your Goals & Ambitions? ?Seek feedback from some individuals who understand your professional goals and the context of your role. Their input should be relevant to your growth objectives.

WHO SHOULDN’T PROVIDE FEEDBACK?

1. Chronic complainers: Be cautious of individuals who consistently provide negative feedback without offering constructive solutions.
2. Yes-people: Avoid relying too heavily on those who always agree with you or provide only positive feedback. While affirmation is important, it shouldn't come at the expense of growth opportunities.
3. Competitors, “haters” or? adversaries: Be wary of feedback from those who may have conflicting interests or motives that could skew their input.
4. Uninformed sources: Avoid seeking feedback from individuals who lack sufficient knowledge or context about your role or the specific situation.

Ultimately, the most effective leaders are those who can balance self-confidence with openness to feedback, using input from others to refine their approach while staying true to their core values and vision.

When you master the art of? seeking and receiving meaningful feedback, you will accelerate your? growth, enhance your? impact, and build more resilient and successful organizations.

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