![]() ![]() So, perhaps your office could have a training session on how to give and receive it well. What else could work? Tell us what you would do in the comments.Ī lot of people are scared of feedback, both giving it and receiving it. ![]() ![]() If you do this I think you will start see others drink the water that you lead them to. Many are already thirsting they just need to know it is safe to drink.Īs you strive to build a culture of feedback, ask yourself, “How can I salt the oats?” What else can you do to make people not only want feedback, but also actively seek it and share it? Remember to ask for feedback before giving it, check your motives before sharing it, and declare them when you do. When others know why you are sharing feedback, they are more receptive. “I know you want to work efficiently so you can avoid stress and burnout, so let’s talk about something that appears to be getting in the way.” “Let me share with you something I wish someone would have shared with me when I was in your position.” “Because I know you would like to be a manager someday, I want to share a few things that will help you prepare for that opportunity.” So preface your feedback with a simple declaration of intent. When left unsaid, others are left to guess what your motives are. It won’t be enough for you to know your intent. When you get clear on your motives and have your employee’s goals in mind when sharing feedback, they are “thirstier” to receive it. Your motives should involve goals that your employee cares about, not just the goals you care about. Before offering feedback, ask yourself why you are sharing it and why it is helpful. People rarely get defensive because of what you say they get defensive because of why they think you’re saying it. And when employees see you drinking the water, they are more inclined to drink themselves. Two-way feedback is the best kind of feedback. She also says that it isn’t enough to appreciate the feedback, but that you need to praise and reward those who give it. You want employees to challenge you in ways that will help you be a better leader and contributor. You will also need to be clear that you aren’t fishing for praise. You will need to be persistent to show that you really do want feedback. Scott reminds us that this won’t happen by merely asking. The goal should be to build a relationship of trust and to create a culture of dialogue and feedback. ![]() Kim Scott, author of Radical Candor, suggests that the best way to make your team more receptive to feedback is to ask for it yourself. Get Before You GiveĮngaging in feedback should be about more than helping others receive it. So, while you can’t force someone to engage in feedback, you can look for opportunities to “salt the oats.” Let me share a few suggestions. And what happens when a horse gets thirsty? The horse drinks the water. And what happens when you salt the oats? The horse gets thirsty. You can’t make the horse drink, but you can salt the oats. And though this is true, it is also incomplete. There’s an old adage that says you can lead a horse to water, but you can’t make him drink. We are particularly prone to this delusion when we are producing great results but doing so in a negative way. And this contributes to our blindness of the problem. This may be a form of what I will call “performance delusion.” With our strong desire to be a high performer, we convince ourselves that we are one. We are oblivious to the serious problems in our midst. Dan Heath refers to this as “problem blindness” in his book Upstream. Even when we want feedback so that we can improve and do our best, it can be difficult to receive. And we’ve probably all experienced how difficult it can be to receive feedback. We’ve all worked with people who don’t respond to feedback. Other managers have shared with me the same concern. He struggles with any type of criticism from me or anyone. When I do share feedback, he totally falls apart and wants to quit. I have an employee who just won’t engage with feedback. ![]()
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