The problem in many businesses is that feedback is a one-way street. Bosses critique their subordinates’ work and that’s the end. Ensure everyone in the company gets — and gives — feedback through regular, standardized cadences.
Here are some recommended feedback cadences:
MORE IDEAS FROM How to Create a Culture of Feedback
Study after study report that the majority of managers today are terrible at providing feedback. Yet, we also know that regular feedback leads to improved employee engagement.
Employees want more, effective feedback — but managers are terrible at providing it. So how do we reconcile this? Small, incremental improvements can happen by individuals resolving to do better, but the real impact happens when the entire culture becomes comfortable with feedback.
An organization must start by acknowledging its current state. If you don’t have a feedback culture, but want one, then say that.
And, while you say it, recognize openly where you’re starting from, and acknowledge that some people may have had bad experiences. From there, commit to doing better.
To do it right:
For leaders at any level, the single best way to grow is to lead and then get feedback. It is to act and interact with your team and learn what can be improved upon through feedback.
But there’s a problem with receiving feedback once you reach a more senior role. The nature of feedback changes — people tend to minimize any unpleasant or less-than-positive feedback or don’t want to offer you any constructive criticism at all.
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