Feedback: The Breakfast of Champions
Takeaway:
Listening to others, especially criticism, can be difficult for many to endure. Yet, great leaders and workers know that feedback is essential for growth. Without it, we are blinded to our own weaknesses, which only makes us less effective in what we do.
Feedback:
One of my favorite leadership writers, Ken Blanchard, calls feedback “the breakfast of champions.” It is this idea that in order to be nourished for greatness, you need feedback. Many people resist feedback and wince at the idea of learning what others think of them. Those who can embrace both the criticism and the praise are better suited to grow from each experience.
Feedback goes in two directions, the giver and the receiver. Just as difficult for the receiver, feedback can be just as challenging oftentimes for the giver. People in general want to avoid conflict or making someone feel bad. We can feel it in our gut when we have to deliver criticism, especially as we are compassionate and caring people. A perspective that I have adopted over the years is that to not offer meaningful criticism is a selfish and weak act. It is a desire to make yourself comfortable and not to be willing to deal with the tough feelings necessary to help another grow. Therefore, to provide feedback is an act of both honesty and courage, and essential one at that!
Giving feedback does not have to be personal. When we give feedback, it should be about a product or behavior, not so much the person. If it is about a person, it is likely due to some major character flaw, but even then, we can focus on the behavior and not the individual. Decoupling these two things, the person and the behavior, makes it easier to both give and receive feedback. And, if done in a caring way, the other person should leave knowing that you are invested enough in them to see them grow.
Receiving feedback should be viewed in much the same way. The other person is sharing sometimes difficult communications to help you improve or to grow in some way. Look at it as that every human has room to grow. The thicker your skin, bigger the ears, and more humble the ego, the quicker you will be able to grow from feedback.
There are multiple ways and contexts in which to give feedback. Below are different examples:
The Autopsy
Organizations regularly are hosting events and projects. Sadly, many after its completion do not take the time to reflect on its successes and areas for improvement. This leads to repeating the same decisions time after time without significant progress being made. An autopsy if conducted after an event or project has been completed. All members recount what worked well and what needs to be changed. This is noted and implemented for other teams to use and learn from for whatever work is next. This type of feedback can easily be communicated professionally and not personally if the leader frames a the discussion as such.
Performance Review
This type of feedback often comes only once per year, which is a shame, and is more direct for the individual receiving it. The idea is that this conversation and whatever metrics that are used to measure one’s performance are spoken about plainly and openly. Measuring the employees value up to these standards, the supervisor seeks to make clear their perspective on the quality of work given. This type of review can be scarring and is rarely beneficial for anyone. Only when paired with consistent feedback, at least quarterly, does this type of communication become helpful. Even then, it is the summative evaluation after a series of formative feedbacks that makes it helpful.
Formative Feedback
Ken Blanchard partly became a famous thinker and writer on leadership because of his book, “The One Minute Manager.” The main idea is that providing concise and consistent feedback is much more important that one big conversation at the end of the year. These snippets or brief communications of feedback allow for the receiver to make adjustments on the fly and much more frequently than someone who relies on the performance review to share their thoughts. This feedback can be both encouraging and criticism. The goal isn’t that the short and sweet response to a person’s performance will ensure that they are pointed in the right direction. It is that they stay engaged, improving, learning, and performing. This type of feedback should be encouraged for all supervisors as it forces you to keep informed and allows for continual communication and growth.
Practice or Rehearsal
Preparing for a presentation, workshop, or anything else is always a good idea. Doing a few dry runs can let you and your team know exactly what needs to be fixed or adjusted. It is also a time for real honesty and changes as needed. Do not miss this opportunity to develop the central ideas and communications to make sure that the purpose and goals are met. Giving feedback before the event always takes the sting away, but be both civil and poignant for the common good.
Walkthroughs
The title of this feedback is rooted in principals visiting teachers classrooms, but this type of feedback fits in pretty much all work settings. Walkthroughs occur when a supervisor or team member intentionally visits another to “catch them doing something right.” This is a great opportunity to encourage someone and praise their work or progress that they are making. Also, if someone is working hard, but in the wrong direction, this a chance to help correct that direction before it becomes an issue, especially a big issue. These stop by’s can really help motivate people to continue in excellence or shore up a thing or two if needed. The cost is low on all sides, but the reward can add up to become huge.
Summary
Overall, providing feedback can be tough, uncomfortable, and something that many wish to avoid. However, to avoid doing so is a selfish act, as you seek your own comfort over telling someone the truth that may be helpful for them or the organization. As you learn to give feedback to others, be sure to first model how feedback should be shared and received. And, if feedback is the breakfast of champions, eat up!