Fears about feedback prevent conversations from getting started and insight from being actioned.
In our work as career-development experts, we help people develop the skills to succeed in their increasingly “squiggly,” nonlinear careers. One skill that both managers and individuals frequently identify as a priority area for improvement is feedback — how to ask for it, how to give and receive it, and how to establish the principles and practices to make feedback a habit that helps people grow.
To overcome these challenges, managers can take the lead on creating a shared understanding of what feedback is for, increasing the speed and ease of feedback, and unlocking difficult conversations through the art of asking. Here’s how to create a culture of fearless and frequent feedback.If the goal is for feedback to become part of a team’s culture, everyone needs a shared understanding of what it is and why it matters.
From these discussions, you can gain insight to inform your shared team definition. Here are some definitions we’ve seen teams come up with:Information that enables improvementManagers can kickstart a new approach to feedback by making it quicker and easier for people to give insights to each other. Here are a few approaches we’ve seen teams implement successfully:Praise is an easy place for people to start with feedback, but it rarely provides enough insight for people to action.
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