Why Peer Feedback Matters... And Thank You, J.!

In the past decade, I've had the privilege and opportunity to review comprehensive 360-degree feedback assessments with 300+ clients. I love digging into the data, finding patterns, separating the wheat from the chaff, making sense of the contradictions, and helping my clients turn insight into action.

Peer feedback is often overlooked and underutilized. For various reasons, much attention and energy is spent looking upward (senior leaders) and downward (direct reports and the larger team). I've heard that peers are more accurate in their assessments than other rater groups. (I think that was Bob Eichinger, but I don't have a citation or reference.)

This makes sense because our peers are most likely to:

1. Understand what's actually required to do our job and do it well.
2. Observe us in situations that aren't as visible or politically charged, and see how we act behind the scenes.
3. See our unfiltered and unvarnished moments day-to-day and across time.
4. Share feedback, suggestions, and criticism with less of an ulterior motive or agenda. (And, for the very same reason, be sources of support and encouragement when we need it).

As you ascend an organization, being a great cross-functional partner and team player will help you stand out. They are the exceptions, not the rule. So, give special attention to what your peers think of your performance, work style, and collaboration skills. Invest the time and energy in surfacing, managing, and resolving peer conflict.

Several clients have found one exercise incredibly eye-opening and helpful: Select a few peers with whom you've worked for six months and with whom you have had to collaborate and deliver a key result together. Then, ask a three-part question:

• In the past six months, have you wanted to give me any feedback but haven't?
• Why didn't you share it?
• Is there anything I can do in the future so that you're more comfortable sharing?

I know of what I speak! In my first job after my post-doc training, I had one peer that I really didn't like. Let's call her "J". My first impression was that she was arrogant, overly opinionated, and dismissive. (Projection, anyone?). The feeling was mutual.

I discounted her input, didn't take her seriously, and simply didn't see her as an essential stakeholder in my work. Her part of the organization wasn't as important as mine. Not surprisingly, she wasn't a fan, which got in the way of what I was trying to accomplish with my team. In hindsight, her assessment of me was accurate for the abovementioned reasons in bold.

Over the course of several years, both of us were promoted to different roles. Now, I had to work closely with her on some critical, high-visibility projects. We were in many leadership team meetings together. I observed how senior leadership valued her contributions and how consequential her team's results were to the organization. I saw the tremendous value of her talents and experience and what she could do (that I couldn't). I realized that we were much more similar than different. I started to care a lot about her perspective and feedback about me—and listened when she shared.

Years later, at the end of a long discussion during a team offsite, I remember saying to the group, "Well, I think that we need to hear what J thinks about this." And I meant it. I learned more about myself (the not-so-pretty things) from her than anyone else and what it meant to be a good partner.

So, J, thank you!