DANGEROUS LEADER: Fearless feedback

Let’s talk about one of the most dangerous topics we have to confront as leaders. You guessed it – feedback. Let’s diagnose why feedback is a positive thing. Then let’s try three ways you can shift your mindset so you can support those you lead with feedback for growth.

Feedback often comes with mixed emotions. We love it when it’s positive. Bring on the praise and the accolades. Yes, please tell me I am doing a great job! And it is fun to tell people how amazing they are.

Yet, when the feedback is of the tougher variety, it can feel less fun.

We don’t have to view feedback as so binary. It isn’t good or bad. Feedback is neutral. It is our mindset that gives us the feel goods or the sense of dread.

I’d like to share a couple of ideas to challenge that idea that feedback is good or bad. These ideas can help you set up a mindset for delivering healthy feedback delivery to those you lead.

I will warn you, they are simple, but may not be easy for all of us.

1. Engagement

Employee development is consistently among the top three reasons people are engaged at work. Also, the need for feedback is among the top reasons people leave their positions in search of new ones. Go ahead, Google it, I will wait.

Feedback is a developmental activity. Your team needs to know what is working and what isn’t in their performance so they can develop.

Leverage feedback conversations as developmental.

2. Opportunity

Feedback isn’t punishment or criticism, or condemnation of the work being done. Feedback is simply observations about the work being done and what could go differently.

As the leader, you are in the power position to influence the way feedback is delivered.

Think about how you deliver what you need your team member to hear. Communicate in their language and don’t be afraid to be curious to collaborate.

3. Collaboration

Let’s talk about that language of collaboration. This is where the real danger comes for many leaders.

We get the idea stuck in our heads that we must know it all, be it all, and possess all the power. If that is you, stop that (imagine newspaper to the nose here). You don’t.

Yes, it feels vulnerable, and it is a position of power. You, dangerous leader, get to be open, get curious and ask for input from the person you are working with about how to develop them best.

Your objective, curious, invested interest will support the development your team member needs and build trust with them.

Feedback puts you, the leader, in a vulnerable position as you increase engagement, create opportunity through discussion and activate the language of collaboration.

While you don’t know how the person will react, I encourage you to stay dangerously, authentically you, and wield that power with vulnerability and curiosity.

Jennifer Smith is a Cedar Rapids-based personal and executive coach, host of The Dangerous Leader Podcast and unapologetic optimist; jennifer@dangerousleader.com; @drjennsmith