Here’s Why Leaders Should Receive as Much Feedback as They Give

As a leader, you should always be giving feedback, both positive and negative. It’s part of your employees’ growth plan, and it’s important that they know where they stand in the organization—and with you. 

But many leaders don’t realize that feedback is a two-way street. You should be getting as much feedback from your employees as you give to them. It makes you a better leader, showing what you’re doing well and what you need to work on. Many times it may not be what you want to hear, especially if you have an employee who may be struggling or unhappy in their position.

There’s an art to giving and receiving feedback, and how you deal with both of them will be your legacy that you leave with an organization and your employees. I want to show you the best way to give feedback, and how to handle the criticism that you know is coming.

See It from Their Side

First, let’s talk about effectively giving feedback, which starts with empathy. When giving an employee feedback, you have to see that employee as a real person. That person has people they care about, and they might be having their own problems at home or with other people. You need to look at things from their perspective.

Ask employees how things are going. Observe their behavior and their work ethic, and immediately give them feedback when you see something that deserves praise or needs correction. Present the good in different ways. Sometimes it’s a pat on the back, but that only goes so far.

Ask yourself, what can you do to give that person a better experience? It might be compensation. But it can also be giving them time off, recognition in front of their peers, or opportunities to have their opinions heard in front of leadership.

You want to make that person feel as though they are in the boat with you, helping to steer, instead of just having orders barked at them by the captain.

When it comes to negative feedback, go back to the original question posed above: What can you do to give this employee a better experience? You don’t want to berate the person or offer harsh criticism. You want the employee to learn from any mistake or bad behavior. You’re there to make the organization better, and that employee can either help or hurt you. Make it a learning experience for them, not punishment.

Again, put yourself in their shoes. What’s going on with them that may be causing subpar work or bad behavior? When I encounter these situations, I have to tell myself that the person in question is acting out for some reason that might not be immediately apparent to me. 

Ask Your Team for Feedback

Remember, the road goes both ways. I’m constantly asking my team for feedback. It’s critical to understanding how they perceive me. We have regularly scheduled all-hands meetings where I get up in front of the entire company to deliver an update. 

Anytime I give an update—or anytime I’m presenting anything in front of a group of people—I always ask between three and five people how they feel I did. What could I have done differently? How did they feel it was received?

One time I gave a presentation to a women’s group at the company where I work. I had seen men advocating for themselves all the time, whether it be for promotions or salary increases, and I commented that I would love to see more women do the same, as they had just as much right to speak up for themselves. I related how men in the company were constantly coming to me advocating for themselves, but with women, it almost never happened.

Later, I asked one of the leaders of the group for her feedback. 

“Since you’re asking, I’ll tell you that it came across as though you were telling women to act more like men,” she said.

I was stunned because that wasn’t the message I intended to deliver at all. It was a reminder that what I perceive and what others perceive can be vastly different and that the importance of feedback regarding that perception can’t be ignored.

Master the Art of Feedback

When you’re a leader, you should aim to be an advisor, not a manager, and guide your employees with feedback that’s useful. If you’ve put in the work up front to hire talented employees that you can trust, then trust them. Your employees may have tough jobs, and may have a lot going on at home. Try to remember that, and give feedback that’s constructive and helpful. Only play the heavy hand when you have to.

Give out accolades when they’re deserved. Try to make them feel like they’re part of the success of the company. If you do, your employees will feel valued, and they’ll stay on longer and continue to make the company—and you—look good.