Build a Two-Way Conversation by Learning the Art of Giving Feedback

We all need feedback to learn and grow, and waiting for the annual reviews implies that we’re not getting enough of it. But how to get the focused input we all need? And it definitely doesn’t help if leaders are not very forthcoming with pointers and advice. While we all feel stressed asking or giving feedback but the more open we are, the easier it becomes and of course, there won’t be any surprises at the end of the year. The art of asking and providing feedback is to ensure the below elements are covered:

1. Clear understanding of what you’re looking for – Is it appreciation or acknowledgment that you are looking for or it’s just an honest evaluation of your performance on a project?

2. Real-time feedback matters – If you want insights into how you’re doing or can improve further, it’s best to ask sooner than later. This helps create a more organic feedback loop.

3. Make it specific – Good feedback needs relevant and pointed questions to be asked and make sure to discuss examples. Avoid asking questions that are likely to result in binary responses.

4. Look beyond hierarchy for feedback – Don’t just rely on feedback hierarchy but rather create a partnership and help build a two-way conversation. Solicit feedback from peers, partners, and team to get a well-rounded view of how you’re doing.

5. Ask employees to share successful moments – This helps managers understand how the support ecosystem helped accomplish goals — and, more importantly, what it will take to get there again thereby getting to the heart of employee experience.

6. Help diagnose challenges – It’s imperative for leaders to pay attention to cues given by employees and be alert to the emotional work toll.

As managers, directness, and candor when genuinely provided help create a dynamic mindset that inspires meaningful change within teams. Remember, both positive and negative feedback is essential for self and also in helping people enhance their best qualities and addressing their worst so they can excel at leading.