Tag Archives: feedback

Crave and NOT Dread Feedback

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Do we all eat breakfast?  Or Break-fast?  Of course, we do.  As Ken Blanchard puts it “Feedback is the breakfast of champions.”  At the heart of any growth and development, feedback is key.  No one is able to grow or develop effectively and efficiently if there is no feedback.  Why?  A simple answer is in blind spots.  Every one of us has our specific sets of blind spots.  Areas that we just can’t see and don’t know about.  This of course means that we cannot work on an area if we don’t know that it is there and requires improvement. 

Simply put, we don’t know what we don’t know.  Take an athlete and his training program.  It is not a random set of actions that he is takes.  Every part of the training program is a result of feedback that is gathered.  Data points and expert advice and so on.  The aim is to achieve a specific goal as effectively and efficiently as possible through targeted programs derived from various sources of feedback. 

This same concept applies to us (mere mortals), in that feedback is essential for our growth.  Feedback is therefore not an option.  It is not optional if you have a desire for growth.  If you have a growth and not a fixed mindset, you will crave feedback and not dread it. 

Let’s face it, we are all human and we do not enjoy being in an uncomfortable position or situation.  Whether you are the giver or the receiver of feedback, it is uncomfortable.  If you are the giver of the feedback, you are probably going to be uncomfortable if the feedback is not taken well, or when there is a pushback or an argument and hurt feelings eventuate from the session.  If you are the receiver of the feedback, you are certainly not comfortable if the feedback is negative or not what you want to hear.  In fact, you might even be defensive and angry that you would receive such a feedback.  Neither, the giver nor the receiver of feedback is achieving what feedback is designed to do. 

Feedback is grounded on the intention to help reinforce or rectify a specific behaviour or action.  It is meant to help us grow.  The heart of feedback is based on the genuine and authentic care for the person.  Hence the most valuable and insightful feedback comes from people who care about you and your growth.

There are three reason why we dread feedback:

  • Perceived as a personal attack on who you are.
  • Reaction that is defensive or retaliatory.
  • Not knowing how to ask questions to get the most out of the feedback.

Perceived as a personal attack on who you are

The first dread element of feedback, it is perceived as a personal attack.  Feedback is not about the person but about the actions.  It is not attacking the person’s being or value system but about the behaviour or actions.   Feedback is not about who but the do.  Feedback is not about the person; it is about the actions.  Therefore, it is important to remember that it is not about the person but about their actions.  It is not a personal attack.  Yeah, I know I have repeated myself three times there but it is important that this simple truth sinks in.  This mindset change will help you to be open and in fact crave feedback. 

When we crave authentic and useful feedback, it will not only help you but also the people around you.  Why is that?  The benefits for you are obvious but for the people around you?  The people around you will know that you are able to distinguish personal from actions.  To be able to be objective and not emotionally driven.  This will lead to a culture that will seek to encourage and help one another to grow and develop constantly and consistently.  The people around you will also appreciate the fact that their feedback is valued and as a team, each member can be co-dependent on one another for growth without feeling uncomfortable about respective vulnerabilities. 

Reaction that is defensive or retaliatory in nature.   

Second aspect of dreading feedback is when the reaction to receiving a feedback is defensive and retaliatory.  No one wants to give feedback to someone who will react defensively and potentially retaliatory when they receive a negative sounding feedback.  I have no doubt that we have encountered one or two of those situations.  In those situations, probably most people will avoid authentic relationship and will find it hard to be in an environment where trust can be developed.  In that context, there will probably not exist any authentic feedback and therefore limited growth or development opportunities.

To receive feedback well, we must be open minded.  We must have the mindset to seek to understand first.  We should not be formulating our defensive stance or listing down all the reasons as to why someone else is to be blamed and so on.  In fact, when you find yourself to be at your most defensive, it is probably the best indicator that you need to listen and listen well.  It is probably an area that is most vulnerable for you and therefore an area that you probably need to work on the most.

To help you to slow down and listen, be mindful of how you are physically feeling.  For most people, they will feel hot, flushed, ears burning red, flames rising from your head, heart beating faster and so on.  All normal responses when we feel threatened.  This is when you could take a deep breath or two and pause.  Then reframing your mind to “seek first to understand” mindset.  Slow down and let your thoughts switch to “This not an attack on who I am but it is about learning how I could improve my actions.”

Not knowing how to ask questions.

A good point to remember is that most people are not well equipped or trained to give feedback.  This leads to feedback that is usually very vague or general.  Sometimes it is sugar coated too much that we can’t really pinpoint the area that requires the improvement.  In order to get the most valuable nuggets out of the feedback, you need to know how to ask questions.  To gather specific details, you will need to ask specific questions.   Bearing in mind that in any feedback session, it is a rather uncomfortable and sometimes tense environment, it is useful to bear in mind that there are certain types of questions to avoid and certain types of questions to ask. 

Good starting point is to ask open and non-threatening questions.   Start with “Tell me more” or “help me to understand this further”.  This opens the discussion and helps you gather more information.  And then you can ask more specific questions to identify specific areas to work on.  Try to avoid questions that might be perceived as confrontational such as “Why did you say that?” or “What makes you think that?”. 

If you want specific information, then you will need to ask specific questions.  For example, a general question like “What feedback have you got for me?”.  This is too open and general and the response could be anything that pops into the person’s mind.  The response will not be feedback but more of an opinion or comment and this will lead to a lot of work to unpack it to get it to a point of real feedback.  It is more effective to ask specific questions in a specific context or area.  For example, if you are interested in improvement around time management, you would say something like this “I would like some feedback on time management?”. 

Ask specific questions for specific feedback.  An example, “What 3 things could I do differently to help me better with time management?”  Ask questions that start with What or How will help you gather specific information to help you move forward.  Try to avoid asking Why questions as why is a reflective and cyclic in nature.  For example, “Why are you late?”  “Well, I forgot to turn on the alarm.”  “Why did you forget to turn on the alarm”  “I was too tired or I don’t know why I forgot”  as you can see it does not lead or move the discussion forward.

Application to bring this home. 

Where are you on the dread to crave feedback scale?  Do you crave or dread feedback?  A simple way to gauge where you stand is to start by asking yourself 3 questions:

  1. What specific skill are you currently developing based on feedback?  If you are taking a long time or can’t answer this question, you know that you have work to do in this area.
  2. Who are the people that you have given permission to give you feedback?  Who are the people that have given you permission to give them feedback?
  3. On a scale of 1 to 10, how would you rate your skill or competency growth over the past 3 or 6 months?

If you find yourself in a position unable to answer those 3 questions, do not despair, start today by answering these questions.

  1. Who are the people that I am going to give permission to give me feedback?
  2. What specific questions am I going to ask with regards to specific skills that I want to develop?
  3. What resources can I use to help me be equipped to be an effective giver and receiver of feedback?

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The 3 Curses of Confidence

There is a lot to be said about confidence.  It is important that we have confidence in who we are and what we can do.  Confidence allows us to accomplish activities, gives us courage to experiment and try out new things and helps us to negotiate challenges by providing us with an inner strength and determination.  We can see people who have confidence and those who lack confidence.  We see it in people depending on whether they are familiar with certain situations or task.  We see how a baker is confident with baking bread but may not be confident when it comes to technology.  Confidence is a product of learned skills and the more you are familiar in a certain area, the most confident you are.  So, the first aspect of confidence is that it can be a learned.  No one is born confident.  We grow in confidence with time and practice.

A Lack of confidence on the other hand is not necessarily a bad thing.  It just means that there is opportunity to learn to be skillful or just to have experiences gained through exposure to a new situation.  For example, a lack of confidence in fixing a bulb is a result of not knowing how to and never doing it before.  Once we learn how to do and give it go, our confidence level will increase and when the need arises again, we would be more confident in performing that task.  

For example, I recently had a need to fix a tap which was wobbly.  I had no clue how to do it.  I could call a plumber, or I could learn how to do it on my own.  I decided to check out the source of all knowledge, YouTube, to see how easy or difficult it was.  I did my research on YouTube and found several easy to follow videos, figured out the tools that I needed and decided to just do it.  I bought all the necessary tools, borrowed some tools, and went about replacing the old with the new tap.  After many minutes of unscrewing and screwing, I was successful in replacing the old with the new tap.  I was so proud of myself.  Afterall, who would have imagined that I could be a plumber in disguise.  Due to that experience, I am now confident that if the need arises again, I can do it.  My confidence in replacing the tap was developed through learning the steps and then applying the knowledge.  Now, I could develop an unrealistic confidence of being able to do more than just replace the tap to major plumbing projects just because of one small success.  That would clearly be unrealistic. An unhealthy level of confidence is where the curse lies.  

The curse of confidence arises when you develop an unhealthy and unrealistic level of confidence.  The 3 pitfalls are:

  1. Stop Learning and Growing.
  2. Never asking for help.
  3. Not taking responsibility.

Stop Learning and Growing.  People with a false sense of confidence believe that they know it all.  When you believe that know everything and that you are right all the time, you are not able to ask yourselves questions or seek feedback in areas to improve and develop further.  There is no one who is perfect.  There is certainly no one who knows everything.  There is no one who is right all the time.  Ask any successful person and they will be the first to admit, how much they do not know and how much more they have to improve.  The heart of our development is the acknowledgement that we have so much so learn and develop and the only way to do that is know which areas to work on.  

Never asking for help.  If you believe that you know it all, you cannot accept the possibility that someone else knows more than you.  You are not able to accept any teaching or training because you believe that you know everything.  You will not be able to ask for help even if you know you need help.  It is just the curse of confidence.  You believe that you are the only one who is able to find the answer and know what to do.  That may be true, but the time and effort spent will be more than just seeking help from an expert.

Not taking responsibility for your mistakes and actions.  This is probably the one that impacts those around you the most.  When mistakes are made, instead of taking responsibility and owning the mistake, the blame game takes over.  Deflecting the problem and directing it at others.  This will not help solve any problems, but it will alienate you from people who could be the source of help that is needed.  Not owning one’s mistake does not demonstrate strength or good leadership but the opposite.  Everyone knows that mistakes will be made.  It is inevitable.  How we own up to the responsibility of the consequences of the mistake is what makes for a good leader.

There is a need for healthy confidence.  It is that balance that is delicate.  How do we achieve that balance?  What’s the cure?

The cure or solution lies in the following:

Allow your trusted advisers the gift of giving you authentic feedback.  Your friends or trusted advisers are gifts to your leadership health check-up.  Similar to seeing a doctor for a medical check-up, getting feedback from your trusted advisers is vital.  Allow or give them permission as they should have your well-being at heart.  The feedback that they are able to provide you will be invaluable.

Self-Awareness is a good radar system.   Exercise self-awareness.  It is a great self-checking system that you have.  Have a meeting with yourself and ask these simple questions:  What have I learned this week or month?  What situation or circumstances have you caught yourself being offended or defensive?  Are the people in my team staying away, avoiding or being hyper careful around me?  Have you noticed any changes in how you react to situations differently (negatively) than the past?

In a nutshell, confidence is essential but over-confidence is a curse and a stumbling block.  Keep yourself in check frequently and consistently.  Be aware of the red flags of your over-confidence zone.  Allow your trusted advisers to give you feedback and use your self-awareness radar to never stop learning and self-check up on your leadership through frequently seeking feedback.

I know that Feedback is good for me BUT

I know that feedback is good for me BUT…. Have we not heard that statement or even made that statement ourselves? We know that we need to grow and improve. We know that we can’t achieve that without feedback. Hence the question, what causes the “BUT” to appear in our sentence or speech. What causes the fear or anxiety that comes with giving or receiving feedback? Which aspect of feedback is more frightening, giving or receiving feedback?

For someone who is uncomfortable with setting expectations, giving feedback can be challenging. It is challenging because in order to give feedback, there must be an expectation of what it should or could be. There must be an aim or desired outcome from the feedback. The outcome must always be to help the person improve and NOT to just criticise or pull them down. One of the reason for not being able to set expectations is simply because you don’t know or have an expectation of what improvement would look like. When that happens it’s difficult to give good constructive feedback. Therein lies one of the keys of giving feedback.

For someone who struggles in themselves whether from self-doubt, fear or pride will have great difficulties in receiving feedback. Receiving feedback will naturally place us in a super defensive position which will result in NOT receiving or listening to anything that is being said. The outcome there is a slow process towards growth and resentment.

There needs to be a good balance of humility and self-confidence with clear expectations and outcomes in order to be able to give and receive feedback. Humility to receive, digest and decide on an action plan based on the feedback. Self-confidence to know that the feedback will not “destroy” your future ability to perform and to be able to put the action plan in the appropriate perspective and self-awareness.

What can we do to be a little bit more comfortable with feedback? The simple answer is to learn and practice. Learn some techniques in giving and receiving feedback and then putting it into practice. Learning the tools will give you a framework and confidence to get started. Practice will help you to make it a natural part of your skills repertoire.

A quick snap shot of giving feedback will consist of 4 key areas:

  • Be specific: Be specific with the observed behaviour or action that you would like to give feedback on. For example, “I have noticed that you have been late for the last 2 meetings.”
  • Outline the significance of that behaviour as it relates to you:   Following on from the above example, “I feel that you could be missing out the discussions as I value your input.”
  • Seek to understand the person’s viewpoint: For example, ” What is your take on this? “
  • Suggestion a solution or alternative: For example, “I would like to suggest that …..”

As a start it will probably feel very unnatural but once you are comfortable with it, it is a very quick process which should take no more than 2-3 minutes. After all, no one wants to hear an hour of feedback. I will conducting a workshop around Feedback in October and you can find out more here.

Just as important as being able to give feedback is receiving feedback. Receiving feedback is a skill that can be developed as well. There is no benefit for you to just be able to give feedback as the growth and benefit is for the person that you are giving feedback to. The benefit for you is in receiving feedback from others.

The most important rule to receiving feedback lies in Active Listening. Active listening is one of the hardest skills to learn as it requires total focus on your mind to just listen. Listen and NOT listen with the aim to respond with your perspective or preparing a brilliant comeback in your mind. Listen without any judgements, reflections and retaliation. Once you have heard the feedback, clarify any areas that may be vague or that you would like to seek further information with the goal of listening for areas of improvement. I dare say that none of us have reached perfection yet and therefore there is always room for improvement. With active listening, even if the person is not very good at giving feedback, you can still get the maximum benefit of the feedback.

Don’t avoid feedback out of fear or awkwardness. Learn more about it. There are various books, articles and training programme that you can attend. Equipping yourself will help to remove the fear and with practice will give you to confidence and comfort level to give and receive feedback.

Give Receive Improve Feedback 2-Day Workshop

Feedback.  A simple word and yet it is frightening to most people.  It is especially scary for new managers or for anyone who has to give feedback.  It is also an uneasy situation for the person who is receiving the feedback.  I think that it is safe to agree that feedback is just downright uncomfortable for both parties.  Feedback is necessary in ensuring that growth and improvements are possible.

To help elevate some of the perceived challenges and fears, Salwana Ali and I have designed a 2-day workshop to specifically address some of the challenges and fears by providing you with tools, tips and tricks on how to give, receive and act upon feedback.  The workshop is designed to be practical with everyday scenarios to help apply the tools and techniques in a non-threatening environment.

Salwana and I have a combined experience of around 50 years of working in management roles and  have encountered our share of awkward, uncomfortable and awful situations where feedback is involved.  Hence, rest assured we understand and know what goes into giving and receiving feedback.  Our aim is help ease new managers by developing and enhancing their feedback skills.

To find out more about the workshop details, click here.

Hope to have you in our workshop.