What Is Your Fear of Feedback Costing You?

A Quick Note:

The Science of Feedback: Transforming Communication and Performance in the Workplace

Our research, drawing insights from over 14,000 leaders, reveals critical shifts in feedback approaches since the pandemic, challenging long-held assumptions about effective communication.?

Learning Objectives:?

• Gain insights into why people resist feedback and learn strategies to make communication more receptive and constructive.
• Discover evidence-based methods to balance constructive criticism with positive reinforcement.
• Learn how leadership feedback has evolved post-pandemic and develop flexible approaches.

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“Feedback is the breakfast of champions.” This adage, often attributed to leadership guru Ken Blanchard, highlights the critical role of feedback in personal and professional development. Yet, for many leaders, the thought of receiving feedback feels more like a bitter pill than a nourishing meal. Why is this the case? Why do some leaders actively seek it out, while others shy away or dismiss it outright?

My colleague Jack Zenger and I have delved into this phenomenon, developing a scale to measure the extent to which individuals fear feedback. Our research reveals that those who fear feedback often harbor anxieties about how their performance is perceived by superiors or worry about potential reprimands for missteps. When feedback is offered, they may automatically assume a negative connotation. Even more concerning, this anxiety can lead to a hyper-cautious approach to work, stifling creativity and risk-taking. These individuals may also avoid giving constructive feedback to others, limiting themselves to praise and superficial comments.

The Impact of Fear: A Leadership Liability

Our assessment of over 5,000 individuals paints a clear picture: approximately 12% of the workforce experiences a high degree of fear related to feedback. While this fear transcends demographics, we have observed some trends:

• Gender: Women tend to exhibit slightly higher levels of feedback apprehension (14%) compared to men (10%).
• Age: Younger employees (25 and under) are more likely to be fearful (25%) than their more seasoned colleagues (60 and older, 8%).
• Organizational Level: As individuals ascend the corporate ladder, the fear of feedback tends to decrease. However, even at the top echelons, a notable 7% of C-suite executives admit to this fear.

Beyond the Individual: A Systemic Issue

The ramifications of feedback aversion extend beyond individual performance. Fear and anxiety are contagious emotions. Leaders who dread receiving feedback often shy away from providing it to their teams or dilute their feedback to only positive remarks. This creates a ripple effect, hindering open communication and stifling organizational learning.

The Feedback Imperative for Modern Leaders

In a separate study, we analyzed data from over 51,000 leaders, correlating their willingness to solicit and act on feedback with their overall leadership effectiveness. The results are striking:

• Top Performers: Leaders who excel at seeking and incorporating feedback rank in the 90th percentile for overall leadership effectiveness.
• Struggling Leaders: Leaders who struggle with feedback rank dismally in the 12th percentile.

This data underscores a crucial point: Leaders grow and refine their abilities through continuous feedback loops. Those who resist feedback often rely on flawed assumptions or remain stagnant in their approach.

?Overcoming the Fear: A Call to Action for Leaders

So, how can leaders conquer their fear of feedback and cultivate a culture of open communication? Here are some actionable strategies:

1. Self-Reflection: Confront your own biases and assumptions about feedback. Understand that feedback is not an attack on your character, but rather an opportunity for growth.
2. Seek Feedback Proactively: Don't wait for formal reviews. Regularly solicit feedback from your team, peers, and even your superiors.
3. Create a Safe Space: Foster an environment where feedback is welcomed and valued. Encourage open dialogue and assure your team that their input will be heard and respected.
4. Listen Actively: When receiving feedback, focus on understanding the other person's perspective. Ask clarifying questions and resist the urge to become defensive.
5. Act on Feedback: Demonstrate that you value feedback by taking concrete steps to address concerns and implement suggestions.
6. Lead by Example: Be transparent about your own feedback journey. Share how you've used feedback to improve your leadership skills.

The Future of Leadership: Embracing Feedback as a Catalyst for Growth

Let's be honest: Feedback isn't easy. It can sting, it can challenge our self-perceptions, and it can force us to confront uncomfortable truths. But here's the crucial point: Avoiding feedback doesn't make us better leaders; it makes us stagnant. It keeps us stuck in our comfort zones, blind to our blind spots.

Think about the leaders you admire most. Chances are, they're not the ones who surround themselves with "yes men" and avoid criticism at all costs. They're the ones who actively seek feedback, who listen intently even when it's hard to hear, and who use that feedback to grow and evolve.This isn't about pretending to be perfect or never making mistakes. It's about having the courage to see ourselves as others see us and to identify areas where we can improve.

So, I challenge you: Don't just tolerate feedback—actively seek it out. Ask your team, your peers, and even your superiors for their honest perspectives. Listen without defensiveness, reflect on what you hear, and commit to taking action.

The more you embrace feedback, the more comfortable you'll become with it, and the more you'll see its transformative power.

Now, has your willingness to receive feedback increased? What steps will you take to foster a feedback-rich environment within your team or organization?

-Joe Folkman