Robust performance feedback: Why it’s better to give and receive

An aspect of leadership that sets the old adage “’Tis better to give than receive” on its head is the act of actively seeking feedback. Leaders are often quick to give assessments but may have a harder time accepting them.

In our leadership development work, executives often seek advice about how to let a colleague know that his or her interactions and collaboration could be … better. Everyone has encountered this situation, armed with a juicy piece of feedback that will set someone straight. The executives are then asked, “When is the last time you really asked that individual feedback about you?” No one ever raises a hand.

By inviting and readily accepting feedback about their performance, leaders acknowledge that they are accountable to the values they proclaim. Their willingness to request and give assessments also demonstrates a commitment to learning, deepening relationships and being exposed and vulnerable. The acquisition of critical—that is, astute and relevant—feedback from colleagues and direct reports helps leaders broaden their perspective and increases their attentiveness to future possibilities. Receiving outside assessments also helps keep managers and executives grounded as a light is shined into the corners of their leadership blind spots, avoiding the possibility that they will become “legends in their own minds.” (For more on this, see the webinar playback, “Members Cooperative CU is Developing & Leveraging Their Most Valuable Asset through Rigorous Training.”)

 

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