Leaders frequently lament that, “I just can’t get real feedback from my team”. If this speaks to you, let me ask, “what have you done to solicit feedback?” In my Executive Coaching practice, too often this question is followed by a long pause and then a response like: “when I ask for feedback during team meetings, the room becomes quiet!”
Let’s unpack this dilemma – how many leaders ask for feedback in a way that feels genuine to his or her team? All too often, team members feel the question may be a perfunctory request, or the leader really wants to get on with business. Team members may be uncomfortable giving spontaneous feedback because of observed or feared leader defensiveness. People don’t want to take risks that may jeopardize their jobs.
As a leader, do you really want feedback? If so, try coming from a place of curiosity and express authentic interest in each team member’s perspective. To break through the team meeting impasse, try meeting individually with each team member. Let them know why you’re requesting a meeting, and genuinely express your interest in their perspective. Remember- it’s not all about you! Be curious. Ask about your leadership style and the team’s functionality. Then listen, and don’t interrupt! Receiving feedback requires creating a comfortable, trusting and secure setting. Once your peers and/or direct reports trust your intentions, they will personally disclose.
Requests for feedback may also be specific and substantive, targeting current concerns, decisions and/or recent events. To grow as a leader, broaden the discussion and give team members the opportunity to share their concerns- what is working, and what is not. Solicit their ideas on business challenges and always use the foundation skills of effective listening and communication:
- Be positive and attentive
- Be empathic and reflective
- Seek clarification and understanding
- Express appreciation
- Value their opinion- this fosters loyalty and creates a positive culture
Finally, here are three tips that will help you successfully engage and ensure a positive outcome:
- 80/20 Rule – Leaders using a coaching managerial style spend 80% of their time listening and 20% of their time talking
- 5 Second Rule – Wait 5 seconds before responding. Often there is no need to provide a response
- WAIT – Why Am I Talking?
Business Psychologist Richard Dana is an executive coach and organizational behavior expert specializing in leadership development, executive coaching and team building for a broad range of organizations. www.richarddana.net.
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