Author of
The Gauntlet
The most effective and proven tool for improving performance is feedback.
Positive feedback validates our strengths, and our sense of value in the workplace, increasing confidence and satisfaction. But it’s constructive feedback that teaches us and helps us grow; it reveals
what others see, what they value about our contributions, and what they expect or need from us.
Seeking feedback from others shows that we value their input, and are secure enough to hear how we could be more effective. Reacting positively to it conveys respect for those who provided the feedback, converting our vulnerability into strength and building trust.
We all have blind spots – constructive feedback from our leaders, direct reports, or others who work closely with us, helps us discover what they are. This enables us to do more of what encourages others and less of what hinders our effectiveness with them.
The most productive feedback focuses, not on an outcome, but on the process and behavior that produced it. Examining the thinking and motivations that drove that process, and resulted in the outcome, exposes the mindset that must be altered in order to improve.
Leaders who are sincere in their search for self-improvement, or who seek to foster growth in others, do not rely on shallow communication techniques. They realize that exploring the why of behavior can be an arduous discovery and learning exercise that ultimately builds integrity, humility, and self-esteem. It’s an assessment best implemented via dialogue and reflection, rather than by a one-time, one-sided presentation about how the feedback recipient must change.
Research has confirmed that leaders who give consistent, authentic, and helpful feedback are perceived as being much more effective than those who give poor or no feedback. When leaders provide feedback as a regular part of their routine, morale increases and performance improves.
How regularly do you employ feedback to drive development?
