Leadership 101: Feedback

How good is the feedback that you are giving and receiving?

?In 2006, I was the senior enlisted leader for an 18-man SEAL platoon.? This position is known as the platoon chief.?The platoon chief works directly under the Platoon commander, or officer-in-charge.? The OIC is overall in command but as the platoon chief, it is my job to ensure the smooth operation of the platoon, to oversee the training, and to manage the tactical decisions on the battlefield.? ??

?The first training block in our 18-month pre-deployment training cycle was land warfare. This was an intense five-week trip focusing on things such as marksmanship, special reconnaissance, and maneuver warfare. Considering this was our first training block and that we had a good chunk of new SEAL operators, it was critical that we effectively set the table for success early on.?

?The most effective way to do this at an early stage was to provide near constant feedback and coaching. In addition to the frequent debriefs the Platoon members were receiving from the instructor cadre on a daily basis, we implemented an individual counseling session at the conclusion of every training week.? Friday evening my senior team-leader and I would sit down with each operator and measure their performance against the platoon standards we had set forth.? We gave them specific feedback on what we were looking for as new SEAL operators as well what we expected to see from our team leaders.?

Equally as important as the feedback given to them, was the opportunity to provide us, the leaders with feedback.? How were things going in the platoon from their perspective and what could we improve on our leadership? I found these sessions instrumental in maintaining high standards, providing leadership development, and developing a trusting relationship between leaders and subordinates.? This leadership position was an amazing opportunity for me as a leader.? I met with successes while also having plenty of other things that I wished I had done better.? I’d like to think that I mostly failed forward and remained curious about how to lead better in my next position. Through it all, the power of effective feedback provided some of the most important lessons.

?In the SEAL Teams, like other military special operations and aviation communities, constant feedback is an essential part of the culture.? In order to maximize the effectiveness of the feedback that I have given over the years, I have tried to do so with these three things in mind.

?1.??? Keep it succinct.? Nobody wants to be in a feedback session that goes on and on.? Get to the salient points and move on.

?2.??? ?Keep it future-focused.? Candor is required to get all mistakes or shortfalls on the table but as swiftly as possible, pivot to what we are going to do in the future to meet with success.? Reframe mistakes into positive steps for execution next time.

?3.??? Actionable.? Don’t waste my time talking about things that need improvement without articulating specifically what that looks like moving forward.? This also applies to highlighting good things that need repeating or reinforcement.?

On the flip side of the coin, there have been times when I got overly defensive to constructive given to me and that unfortunately served as a barrier to my development as an operator and leader. As I matured, I got much more reflective in nature and would really sit with feedback given to ensure that I truly absorbed the lessons gifted to me.

Our leaders and organizations owe us good useful feedback on our performance and how we fit in the organization. In order to maximize the effectiveness of the feedback given to us a growth mindset going into the session is required. We set the table for success when we tell ourselves the following.

1. It doesn't matter whether I like the person or not I will tell myself this person is trying to help me. This is an opportunity for my growth.
2. This may sting or bruise my ego but I owe it to myself and those that I lead and serve to analyze this feedback and find value in it. Even if I need to let the emotions subside, I will come back to it because nine times out of ten there will be something of value in it for me.
3. I will take ownership of the feedback given. I will make sure I fully understand what is expected of me and what specifically I need to do to meet the standard.

?As a leader, it is important to ask yourself about the effectiveness of your feedback strategy.? Beyond the quarterly or annual performance reviews, are you giving the tactical and episodic feedback required for maximum individual and team development? Are you the leader or employee getting the type of feedback that you require…and deserve??

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