Feedback can be a double-edged sword: the giver usually intends to be helpful but often comes across downright crushing. On the other hand, many leaders are locked in a cycle of making the same mistakes over and over while struggling to get anyone to give them the honest feedback they need to improve. In this episode, Diana talks with Marshall Goldsmith’s own coach, Jim Moore, about how givers and receivers can turn feedback into the vital tool for growth it was always meant to be.
You can connect with Jim on LinkedIn.
Feedback lessons from episode 20
- Feedback is a set of comments about a person's performance or behavior in the past that is intended to help the receiver improve in the future. When feedback is delivered properly, it can sometimes lead to improved behavior. However, when it's delivered improperly, it can cause real damage to both the recipient and the giver. Feedback has gotten a negative connotation because people associate it with being criticized.
- Feed forward takes those negative comments about the past and turns them into positive suggestions for the future. It's the difference between telling someone, "What you did wasn't effective because of X, Y, and Z," versus "Next time you could do X, Y, and Z differently in order to be even more effective."
- You can use feed forward when asking for feedback from direct reports and peers by starting with the area you're working on and asking for specific suggestions about how you can improve in that area.
- When someone gives you feedback, simply say thank you. Don't immediately evaluate the ideas in front of the giver—even if you love the suggestion. By remaining neutral and grateful, you'll foster an environment that encourages people to continue giving you feedback in the future.
- When evaluating 360 instruments, keep it simple. No one can change 80 things, but a few targeted questions coupled with an open-ended response section can help to surface one or two key changes that will create lasting impact. Customize the 360 to ensure it fits your culture and objectives.
- And finally, some great advice for talent champions: build relationships with executives across the business, getting to know their language and what they care about so you can help them make changes with an edge. Change what you can change and make peace with what you can't, and use metrics that help boost the credibility of the changes you're making.
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Unconscious biases are hard to identify, much less know their true impact. Before you can take steps to operate more fairly and effectively at work, you need to get your bearings. Download our latest guide: Seven Misconceptions About Unconscious Bias.
About the AuthorMore Content by Diana Thomas