In the previous two blog entries, Sid discussed Receiving Feedback.  I want to look at the other side of the topic of feedback and present a new concept related to giving feedback.

I was reading some articles by Marshall Goldsmith the other day and his concept of “Feedforward” was very intriguing and a concept that all coaches should consider.  Most leaders have difficulty giving feedback and we work with them to improve this skill.  Fewer, however, provide their teams with feedforward. 

Feedforward is the approach of offering suggestions to the individual on what they can do in the future to be more in alignment with your expectations and those of your organization.  Feedforward should be linked to behavioral changes that the person can make.  It does not preclude using examples from the past to illustrate incorrect behaviors, but the focus is on the future.  The person should be given clear guidance on what they can do in the future to make positive behavior changes.

It can be more productive to help people be “right” than to focus on proving they are “wrong;” which is typically what happens when feedback is provided.  Rather than approaching the situation with optimism and hope for the future, in many feedback situations the person becomes defensive and argumentative.  This precludes both parties from talking about the future, something that can be changed.  Rather, they are stuck in the past, arguing about perceptions of a situation that cannot be changed.

Commit today that you will use the Feedforward process the next time you need to coach someone on your team!

As leaders rise in the hierarchy of their organization they typically will get less direct feedback on how their performance is perceived.  Feedback is important to help validate self-perceptions and tests ones own understanding of their strengths and weaknesses.  Asking for feedback from colleagues verbally or through a formal multi-rater assessment tool provides a step forward that most leaders need in their continued advancement, motivation, and effectiveness. 

So how do you respond to feedback about your performance as a leader?  First, it all starts with attitude.  Are you appreciative?  Do you view feedback as a gift?  Remember, feedback isn’t always easy to give others especially leaders that have an important position in the organization.  With that said take an attitude of gratitude when receiving feedback and try to glean the real messages about what is important about your performance.  Additionally, feedback doesn’t have to be feared or a blow to the ego.  Accepting and incorporating feedback can be a rewarding experience if handled correctly.  On a cautionary note, if you miss this first step of appreciation when receiving feedback your analysis and subsequent actions are likely to be skewed. More...

We’ve all been getting feedback since we were youngsters and usually it’s given for us to be our best; however, it seems it still doesn’t get any easier to receive feedback.  Wouldn’t you think that as a skilled professional, maybe even at the height of your career, you wouldn’t need feedback anymore in how to improve, especially when it seems you are doing just fine, everything’s under control, profits are rising, and employees are fairly happy?

In my experience, those at the top of their game know how to not only ask for feedback, but they receive feedback well and make visible improvements based on sound feedback.  You would be surprised at how much you can learn about yourself when you solicit feedback on the state of your performance, the state of the organization, and anything else under the sun for that matter!

Typically, as a seasoned manager, your technical skills are mastered.  The difficult part comes when working with others in a team environment, running a department or business unit, navigating the corporate environment, and a variety of other operational and employee and customer-facing issues that inundate us.  These areas are typically more difficult for leaders than the technical aspects of the job and if we are in any management capacity at all, it is crucial to have exceptional ability in these and other leadership areas.  This is where feedback can be very valuable to us and our success.

I know I’ve only skimmed the surface on receiving feedback, so stay tuned for Part 2 on the best ways to receive feedback.