How to Feedback: What Makes it So Hard? (Part 1)
A few weeks ago I sat down with my dear friend and colleague, Annalise Koltai, to talk about how leaders give feedback. To us it’s one of those skills that impacts so much: relationships, results and the organization’s culture. So doing it poorly (or not at all) is bad for good a gut punch for effective leadership.
Our conversation revealed practical ways for leaders to get better at giving feedback. It will come to you divided into three parts with takeaways, practices and resources so you can experiment for a few weeks in between. Each segment is no longer than 15 minutes. That means you’ll build an essential, high impact skill in less than an hour. BANG!
Jump in here 👇🏻and let me know how you do.
Key takeaways
A leader’s mindset, intention and emotional awareness matter A LOT
Feedback conversations can feel threatening to both the receivers AND givers of feedback
Our needs to control or be liked can thwart our ability to give good feedback
Reflection Questions
What changes when you think of feedback as a tool for growth and results, rather than as conflict, confrontation or criticism?
What stories do you attach to giving feedback? (such as “giving feedback will make things worse” or “she won’t like me anymore”) What else might be true or truer?
What mindfulness practice (like meditation, breathing exercises, walking) could you experiment with to regulate your emotions in feedback conversations?
Resources
Immunity to Change by Robert Kegan and Lisa Laskow Lahey