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  Feedback Tips for Less Grumbling, More Growth  Premium

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"That's wrong." "You don't understand." Do these performance review reactions sound familiar? Why is it that managers and subordinates alike find feedback conversations so difficult? After 15 years of working with clients, the author believes that efforts to improve these conversations by teaching managers how to give feedback have been misdirected. The best way to achieve more productive feedback conversations is for everyone to become more active and skilled receivers of the feedback they get. This requires overcoming three challenges: understanding what is actually being said, being able to separate the message from the messenger and, finally, knowing the triggers that will make you more or less receptive to the advice being given. The aim is to change the feedback culture so that everyone can accelerate their ability to learn, improve and grow.

Tools and Frameworks:
> "Three Kinds of Feedback" distinguishes between the different types of feedback so you can understand which kind you want and which kind you are getting.
> "Understand the Feedback" helps both sides clarify vague feedback, so they can understand where it's coming from and where it's going.
> "Train Your Leaders" teaches leaders how to receive feedback more skillfully.

Examples Cited:
Workforce Mood Tracker Report, Society of Human Resource Management, WorldatWork, pharma research company, a team leader for search and rescue, neuroscience

Research Basis:
Based on the author's 15 years of working with clients on helping givers give feedback more skillfully, and her best-selling books Difficult Conversations (Penguin, 1999) and Thanks for the Feedback (Penguin, 2014).

About the Author:
Sheila Heen teaches negotiation at Harvard Law School and is part of the Harvard Negotiation Project. She is also a founder of Triad Consulting Group.
This article is based on:  Feedback Tips for Less Grumbling, More Growth
Publisher:  IESE
Year:  2014
Language:  English