Leaders, Seek Feedback and Develop a Challenge Network!

I read a blog a few weeks ago that suggested leaders form a group called a “challenge network”. The premise is that this group exists to provide tough feedback that we need to hear. While many of us like to surround ourselves with people who lift us up, give us positive reassurance of our value systems and decisions, a challenge network is the antithesis but a nice complement to a support network. It’s much easier to recognize and emphasize the positive, but far more difficult to deal with the “tough stuff”— candor can generate conflict, give us a sense of insecurity and doubt and many of us run in fear of stimulating the source of conflict. I say, run towards productive conflict and challenge, not away from it! While support networks are essential, challenge networks can provide unique opportunities for sharing perspective, shaking up the status quo and initiating change.

This idea of having a challenge network resonated with me, because I’m a true believer that diversity of thought and perspective matter and when you collaborate with others who challenge you, it can only strengthen you and your organization! Feedback is one of the best tools for continuous learning.

Here are some conditions that leaders should consider for a challenge network to be impactful:

-Trust. You have to build trusting relationships around you to solicit honest and candid feedback. It feels safe to be surrounded by people who see your humanity, your blind spots and will call them out without reproach. Blind spots are shortcomings that you may not personally identify, but are more obvious to those around you. We all have them and trust is the foundation of building a successful challenge network and asking for feedback—the positive and the negative.

-Feedback is a gift, but sometimes you need to ask for it as it is not often provided freely or regularly. Adam Grant, in his bestseller Give and Take, writes that “Research shows that people who regularly seek advice and help from knowledgeable colleagues are actually rated more favorably by supervisors than those who never seek advice and help.” Ask your colleagues, customers and your team how you’re doing and how you can lead, perform, motivate and communicate more effectively and efficiently. You’ll be amazed and inspired by what you may hear.

--Hearing vs. Listening – You say you’re open to feedback, your door is always open (literally or figuratively if you’re managing relationships from afar) and you make time for others. You hear what they are saying, but do you truly listen to the context and content –what someone is saying OR not saying? Hearing is a passive process whereas listening is active and this means engaging, focusing and paying attention, being present for the true messages being delivered. 

--Embrace the devil’s advocate. There’s often atleast one person that you work with that has good intentions but who disagrees with thoughts, opinions and process. This is the person many want to avoid and not have on a team. Don't cast them aside solely because they don't share your view or the populist view. Invite them in. Embrace the devil’s advocate, because while perceived as difficult or controversial, the benefits of having a devil's advocate(s) outweighs the costs. In my experience, this person/people will surface issues that may be otherwise ignored, push you/your team to think differently, will challenge the status quo and will help guard against premature decision-making. While you’d prefer to be surrounded by all “Yes…AND” people, the devil’s advocate becomes your challenger with more “Yes…BUTs” and will be among your greatest catalysts for change.

--Self-awareness. Owning your shortcomings is never easy. Self-awareness means recognizing your blind spots, welcoming other’s voices to help you do and be better, admitting you are perfectly imperfect (we are, after all, human AND vulnerable) and embracing the thoughts, opinions and challenges of those around you. Self-awareness and feedback are inextricably linked: gathering feedback from others on an ongoing basis indicates your desire to increase your level of self-awareness AND being self-aware should be your impetus to develop a challenge network and obtain invaluable and ongoing feedback.

Ken Blanchard said that “Feedback is the breakfast of champions.” Go out and seek the feedback, develop a challenge network and dine on the diverse perspectives! You will be a stronger and more effective leader for doing it.