Who Needs Feedback the Most?

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When we think about performance feedback, what may come to mind is the dreaded annual review, or in best cases, regular performance conversations throughout the year.

Team members want and need feedback to know if they are doing the right things the right ways so they can succeed. And, as important as this is, there’s another kind of feedback that is just as important if not more important to organizational success.

What is that?

Feedback to supervisors and managers on their leadership performance.

Afterall, leaders of people are key to creating the environment for everyone else to perform. Think resourcing, workload, and learning. Think communication, management style, and recognition. Think collaboration, celebration, and belonging.

All of these factors and more can make or break an employee’s workplace experience directly contributing to productivity, problem-solving, customer satisfaction, and retention.

Considering that half of all people are open to leaving their job and that 57% leave because of their boss, a lot is riding on leader behaviors at any given moment. So it is imperative that leaders gain insights on how they are doing in their most important job: Creating a humanized, loving environment for their team members to work toward their goals. And yes, even Loving Leaders need such insights and can miss opportunities or come up short!

But while leaders may want to know how they are doing, power dynamics and fear can make it difficult for team members to speak up.

There are several steps you can take to increase your chances of gaining valuable insights about your performance as a leader.

First, begin by actively and intentionally creating psychological safety. While this concept is at risk of being overcitedd, nevertheless, it is still THE underpinning of all other desirable workplace behaviors. So yes, pursue psychological safety by actively driving out fear. How? Start with these steps:

• Foster an environment of mutual respect and acceptance which leads to trust.

• Always take a posture of appreciation, especially when someone speaks up.

• Adopt a humble mindset actively listening to others.

Team members will observe these habits if you are consistent, and this will set the stage for their feedback.

Next, when it comes to feedback, be thoughtful about what you ask and how you ask it.

Instead of asking, “How am I doing?” which may just get you a polite response, ask for action-oriented feedback. Here are some examples:

• “What’s one thing that I could do differently to support you better?”

• “What’s one thing I’m doing that helps you thrive in your job, and one thing that makes your job a little harder?”

• “If you had my role for a day, what’s one thing you’d change about how we do things?”

• “How do you prefer to receive information about what’s going on? Do you feel like you have the information you need?”

• “If you could wave a magic wand, what resources would you have that you don’t have now?”

• “Is there something you wish you could learn todo or learn more about?” 

Preface your questions with a statement to your team like, “Your experiences on this team matter to me. I’m working to be a better leader every day, but I have gaps in my awareness. I welcome your insights and in fact, I’ll be sharing different questions with you at our one on ones to help me learn. I welcome your input and will do my best to keep learning and improving.”

Finally, don’t spring your question on anyone. Share your question in advance to give those who are reflective a chance to prepare. Remember, no worries if someone doesn't give you any feedback. Be sure to make that acceptable too. 

And hey, bonus idea: Why not share about the insights you receive and what you are doing to improve? Be sure to include them all and no naming sources. Your transparency can be a powerful example of learning and working together to build a loving, human-centered workplace.