Question: why is that when you hear someone say “can I give you some feedback?” most people will automatically think that the ‘feedback’ is likely to be negative. I don’t know how much research exists on perceptions of the word, but I know of a number of studies that suggest positive feedback increases motivation and vice versa.
Granted, it is about mindset – some people that I’ve worked with have not had much of a problem giving feedback – although if I’m honest, it’s tended to be more noticeable when things have gone wrong, rather than when’s everything’s fine and dandy. Typically, people tend to pay more attention to ‘feedback’ from managers, rather than their peers or colleagues.
There again, it isn’t just about mindset: the environment and organisational culture will also have a huge impact. Feedback is vastly underrated in our culture because it’s a missed opportunity to see what’s gone right and what’s gone wrong. In a sporting analogy context, feedback is simplistic, unambiguous and instant ie you either get the shot (or goal or target) or you miss the shot (or goal or target)! Not so in an organisational context however...
Even culture in its broadest sense may be a factor. In this country we’re perhaps more reticent about addressing issues when things aren’t going quite right or indeed when they are – whereas our European neighbours (French, German) are far more likely to give direct (and certainly more formal) feedback without thinking twice... I caveat this by saying this is my experience of having worked with organisations who operate in these countries, as well as the UK, rather than what some may consider is a stereotypical view. What it highlights is that understanding the nuances and expectations of how things work within an organisation are important, but it shouldn’t stop you from finding a way of encouraging two-way feedback – it just may not be in the way that you’ve been used to (or are comfortable with).
I believe that ‘mistakes’ in organisations are embraced by those individuals who seek to grow, because it gives them feedback - ie lessons learned to enable them to move forward. Clearly, when you’re the person that the buck stops with, the ramifications can be wide-reaching and may influence how brave you will be in the approach you take next time, but wouldn’t you want to know what went wrong or could have been improved, as well as the successes?
As a leader, taking the time and the opportunity to take things on board and making space in your head, as well as in your diary, to reflect can be one of the most valuable things you do to benefit your own development as well as the organisation you work for.
Whether you are the one who is giving feedback or receiving it, here are some things you may want to think about:
1. What you hear may not be what others hear
Not everyone hears what is being said to them in the same way as everyone else (particularly when addressing things that haven’t gone well). It’s always a good idea to paraphrase what you’ve heard or get someone to give their understanding of what has been said as part of your conversation.
2. Don’t always expect an immediate response
Be mindful of the fact that some individual’s have a preference for being reflective and may want to go away and think about what’s been said before giving their thoughts about it to you.3. It isn’t just for the appraisal process
What you do with the feedback and whether you incorporate it into how you do things in the future is as important as giving or receiving the feedback itself.
5. Don’t be afraid of the ‘f’ word...
But don’t overdo it either! Sometimes, the connotations of the very word have exactly the opposite effect of the reason for it.The process of listening, critiquing, reviewing and sharing what’s gone well and what’s not gone so well should be part and parcel of your approach – all you need to do is to find the approach that’s most effective for you.
Feedback anyone?