Scot Chisholm’s Post

✋ Who likes to receive feedback? 🤔 Humorist Franklin Jones said, "Honest criticism is hard to take, particularly from a relative, a friend, an acquaintance, or a stranger." What a great quote. Having self-awareness is the cornerstone of great leadership. While many people have good self-awareness, it’s not uncommon to also experience the “Knowing-Doing Gap”: the inability to address any #feedback because the individual gets stuck attempting to fix all of it. 🤯 In our experience developing #leaders, some of the feedback should be IGNORED. 💥 Specifically, for ascending leaders who are designated by their companies as having upward potential, we often find many want to address too much feedback. After all, they’ve been designated as "high potential" based on their stellar performance or their successes leading teams and exceeding expectations. Naturally, these individuals believe the way to the next level of leadership is to address all the feedback. However, we advocate for and teach a more counter-intuitive approach to handling feedback: ignore some, maybe even a lot of it. Here are three important reasons why: 🔌 Ungrounded feedback. A large portion of feedback received in 360-instruments is not “grounded.” The person giving the feedback provides an opinion or a general statement of improvement that is not based on sufficient exposure to the aspiring leader. When the individual giving the feedback goes to 'assessment' (opinion) without proper 'assertion' (fact) too quickly, the feedback is not grounded.   🚀 ‘Next-level’ requires different skills. Feedback that is relevant to the next level of responsibility is more important than responsibilities associated with a current job. If the current job of delivering a software system requires you to excel at managing project plans, that is great, but if the next-level job requires strategic agility, the latter is more important. ✅ Powerful advocates. Finally, feedback that comes from those who have the power to be your advocate for the next-level position is much more important to address. Of course, creating a high-performing, engaged team with members who sing your praises is important. But, your boss, and his or her peers likely have the power to be your advocate for the next-level position. Make sure you address their feedback. For this year’s review, consider taking a more targeted and opportunistic approach to addressing feedback, resisting the urge to address all the input you receive. Likely you can boil down the most important feedback to three key themes. The rest is less important or just noise. ❓ How do you handle 360-feedback? Have you found yourself trying to address everything? #360Feedback #StrategicLeadership #LeadershipDevelopment

Feedback! So much is written about giving feedback. There are courses that managers take on how to give effective feedback, articles written on the delivery and on the follow-up. But what about receiving feedback? I think most of us are prepared for the formal feedback from our line managers but we need feedback from our staff too. Coaching upwards is hard but so laudable. I have always asked my team to be open with me. I value their perspective on all of the problems we face and I need them to tell me if they feel I am veering off course. Trust is critical to this – I need to trust that they will share honestly and they need to trust that I will accept that feedback just as honestly. No defensiveness! As long as you trust the source, you have got to take the feedback on the chin. Just over a year ago, one of the managers on my team asked me if I had a moment to receive some feedback. I admit, my stomach clutched in the same way it would have if it had been a stakeholder from another part of the business. I felt exposed. But I invited them to share the feedback with me, got my notepad out, and prepared my ego to sit back for a bit. I needn’t have worried. What they shared with me was perfect: it was exactly what I needed to hear in that moment. It was couched in positive terms and reinforced the good behaviours that I wanted the team to see. I wanted to be the manager she saw. I was impressed that this person took the opportunity to coach upwards and it was a lightbulb moment for me in how I can work with leadership above me too. So make sure you are opening yourself up to feedback from all angles. And that you are seizing the opportunity to coach upwards too. Feedback is very much a two-way street.

Giving feedback to your manager can be tricky 😵💫. ❓ What if they don’t like what you say? ❓What if they take it the wrong way? ❓What if they turn against you? People refuse 🤐 to give candid feedback to their managers because they don’t want to put their jobs at risk. This prevents most managers from getting an accurate picture of how others view them 🔍, often creating a huge gap between perception and reality. When you don’t share what they need to hear 👂, don’t expect your manager to improve or blame them for repeating behaviors and actions that hurt their team and impact your productivity and performance 🌟. Just like your manager is expected to share constant feedback to help you learn and grow, you also need to contribute to your manager’s growth 🌱. All managers have blind spots 😎—unknowns that are in their circle of awareness (known unknowns) and things they don’t even know (unknown unknowns). There are lurking gaps in how they see themselves (or their actions) and how others perceive them leading to inadvertent blind spots 🤷. This is further exacerbated by their past beliefs, experiences, upbringing and many other psychological factors. Without reconciling reality, these blind spots perpetuate disconnect and dissonance 😞 with people. It may be uncomfortable at first to tell your manager what they’re doing wrong—you’ve to fight your fears 🦸♀️ and resist your instinct to avoid dealing with them. But with practice and experience, you’ll get better at it. Your courage will inspire others to do it too, contributing to a healthy workplace with a feedback rich environment 🙌. Help your managers become better leaders by giving them the feedback they need. Follow these practices to ensure your feedback lands right: 🌈 Check whether they’re receptive to feedback Not all managers are receptive to feedback. Some might hold it against you 😡. Start with a low stake situation, share feedback with your manager and gauge their reaction. 🌈 State your intentions Your intentions play a significant role in how your feedback is perceived. Don’t leave your manager guessing or attach meaning to your words. Clearly state your intention 😇. 🌈 Frame it right Right framing of the feedback can get your managers attention and invite them to problem solve 🤝 instead of turning defensive. 🌈 Do it in person Always give feedback to your manager face-to-face 🙎♀️. Don’t ignore the power of your body language—what you convey through non-verbal cues matters as much as what you say in words. What advice do you have to share feedback with a manager? #feedbackculture #constructivecriticism #managingup #management #leadershipskills #personalleadership #workadvice #careergrowth #mindsetshift #ownyourgrowth #ceos #entrepreneurship

From a recent session with an emerging leader: "I've given the team constructive feedback about the mistakes they've made, and they just keep making the same ones. And now I'm getting feedback that MY feedback is demoralizing. It's so frustrating." (This is paraphrased, but you get the gist.) In our coaching session, we figured out together that this leader can re-frame the feedback to be future-focused. Instead of "Here's what you did wrong...", trying "Here's how this could be better next time" or "Here's how I'd like to see you improve this in the future". Future-focused feedback is backed by science. "Disagreement regarding past performance was greater following the feedback discussion than before, due to feedback receipients' increased self-protective and self-enhancing attributions. Managers were motivated to improve to the extent they perceived the feedback conversation to be focused on future actions rather than on past performance." Almost all of us go into self-protective mode when we hear feedback about what we did wrong. But if we're focused on improvement, we're much more open to listening. https://lnkd.in/gY7wjjvX #feedback #futurefocused #futurefocus #feedbackmatters #leadershipdevelopment #leadershipcoaching #leadershipskills

🌟 Feedback is a Gift (Even When it Doesn't Feel Like One): Delivering Constructive Criticism Effectively In the fast-paced world of business, feedback can often feel like a double-edged sword. However, when delivered effectively, constructive criticism can be a powerful catalyst for growth and improvement. 🔍 Why Feedback Matters: The Science Behind It Recent studies in organizational psychology highlight that feedback isn't just a tool for correction; it's a crucial element in building a culture of continuous improvement. According to research from the Harvard Business Review, employees who receive regular feedback are three times more engaged than those who do not. Feedback drives motivation, innovation, and accountability. 🚀 Effective Feedback Delivery: Strategies for Leaders Be Specific and Objective: Vague feedback can be more damaging than no feedback at all. Use data and specific examples to illustrate your points. Instead of saying, "Your reports are not good enough," say, "Your last report missed the quarterly sales targets and could benefit from more detailed market analysis." Focus on Behavior, Not the Person: Separate the individual's identity from their actions. This approach minimizes defensiveness and fosters a growth mindset. For example, "I noticed the project deadlines were missed. Let's discuss ways to better manage time" is more constructive than "You're always late." Timing and Context Matter: Deliver feedback in a timely manner and in the right setting. Public criticism can demoralize, whereas private, one-on-one discussions can build trust and openness. Encourage Two-Way Dialogue: Feedback should be a conversation, not a monologue. Encourage employees to share their perspectives and solutions. This promotes a collaborative environment where feedback is seen as a shared responsibility. Follow-Up and Support: Constructive criticism should be paired with actionable steps and ongoing support. Checking in on progress shows your commitment to their development and reinforces the feedback's value. 📈 Embrace Feedback as a Leadership Tool Feedback is not just a managerial duty; it's a leadership skill that can transform your team's performance and morale. By approaching it as a gift, leaders can foster an environment of trust, respect, and continuous improvement. #Leadership #Feedback #BusinessGrowth #ContinuousImprovement #Management

Why do leaders scarcely give constructive feedback? They're scared of hurting someone's feelings. They don't know how to do it. They're fearful of the response/backlash. They're worried it might be taken the wrong way. They want people to like them. What's the impact of shying away from giving negative feedback? ⚠️The issue is likely to get worse the longer you leave it. ⚠️Other members of your team can become disengaged if they see you're not addressing it. ⚠️It eats away at you because you really know you should have nipped it in the bud ages ago. ⚠️The person is none the wiser and carrying on thinking everything is ok. ⚠️The knock on effect is that you may not be able to address other issues in your team to appear fair and balanced. ⚠️You're not taking action to develop your team. ⚠️You're hampering your own development as a leader. It's ok to find it hard. No matter what role you're in, we all struggle to give constructive feedback. Here are some tips on how to channel your mindset so you can build up the courage and bite the bullet.. 💭Giving constructive feedback is the only way you're ever going to grow and progress as a Leader. 💭Focus on the end result; the positive impact of you giving the feedback to spur you on to do it. 💭Despite what you may believe, your team craves meaningful feedback - that includes the constructive variety. 💭Reframe feedback as information your team need to grow. 💭Making feedback a habit, however awkward it is in the beginning means that it becomes a natural conversation that's expected in 1-1's. 💭You can still deliver feedback sensitively and be empathetic in a way that suits your leadership style (as long as you are specific and don't over fluff the key message). 💭Remind yourself why you wanted to become a leader in the first place - it's probably because you wanted to make a difference and that's exactly what feedback can do. I find with my clients that if they can overcome some of the barriers and limiting beliefs they have around feedback, the task doesn't feel half as daunting and the feeling and results after you've done it are well worth it. It can also be hard for leaders who don't receive any feedback (positive or negative) from their own bosses.. But, as my Mum would say.. two wrongs don't make a right! #feedbackisagift #reframe #leadershipchallenges

eedback Today’s Joy Note is FEEDBACK. Throughout our lives we are told to seek feedback and use it to help us improve and achieve our goals. All true but how do you dissect, apply, discern its value for you? Here’s a structured approach to processing feedback for leadership development and determining its validity and spirit: 1. Active Listening: Actively listen to the feedback without interrupting. Ensure you understand the points being made by asking clarifying questions if necessary. This demonstrates respect and openness to the perspectives of others. 2. Reflect on the Feedback: Take time to reflect on the feedback you received. Consider the context in which it was given and the potential motivations of the person providing it. Reflect on how the feedback aligns with your self-assessment and the goals you are striving to achieve in your leadership role. 3. Categorize Feedback: Feedback can be categorized into constructive and non-constructive types. Constructive feedback is specific, actionable, and delivered with the intent of helping you improve. Non-constructive feedback might be vague, overly critical, or delivered with negative intentions. Focus on the constructive feedback for growth. 4. Evaluate the Source: Consider the source of the feedback. Feedback from trusted colleagues, mentors, or team members who have your best interests at heart is often more valuable than feedback from less familiar or less supportive individuals. 5. Look for Patterns: Identify patterns or recurring themes in the feedback you receive. If multiple sources highlight similar areas for improvement, it's likely that these are significant areas to focus on. 6. Plan for Action: Develop a specific action plan to address valid feedback. Set measurable goals and timelines for implementing changes or improvements. 7. Seek Follow-Up: Maintain an open dialogue with those who provided feedback, updating them on your progress and seeking further input. This demonstrates your commitment to growth and openness to continual improvement. Remember, the key to processing feedback for leadership growth lies in active listening, thoughtful reflection, categorization, evaluation of the source, identifying patterns, planning actionable steps, and seeking follow-up. This approach ensures that feedback is used effectively for continual leadership development. So go out and ask for feedback you have the tools to receive it! #Feedback #JoyNoyes Playlist for Today: With A Little Help From My Friends by The Beatles Angel Flying to Close to the Ground by Willie Nelson At Your Side by The Corrs I Won’t Let Go by Rascal Flatts I’ll Be There For You by The Moffatts He Ain’t Heavy He’s My Brother by The Hollies You’ve Got A Friend by James Taylor Here For You by Kygo ft. Ella Henderson

#mindset #leadership #feedback Feedback is a two-way opportunity, right? This means you can give and ask for feedback. Feedback is a positive growth opportunity when you include lessons learned as you practice regular self-reflection. But, what happens when you want to give feedback to your manager? Do you hesitate and stop yourself because you fear your job may be at risk, or that you simply lack confidence to know what to say and how to say it? What if you led with a growth mindset and helped your manager become a better leader by giving them the feedback they need? Discover ways you can begin giving feedback upward, with confidence, in this article by TechTello. Thanks for the great summary Vinita Bansal: 1. Your manager is not perfect. They too have gaps much like everyone else. Don’t avoid giving them feedback just because it’s uncomfortable and risky. 2. Not all managers are receptive to feedback. Some might hold it against you. Start with a low-stake situation, share feedback with your manager, and gauge their reaction. 3. Your intentions play a significant role in how your feedback is perceived. Don’t leave your manager guessing or attach meaning to your words. Clearly state your intention. 4. Right framing of the feedback can get your manager's attention and invite them to problem solve instead of turning defensive. 5. Always give feedback to your manager face-to-face. Don’t ignore the power of your body language—what you convey through non-verbal cues matters as much as what you say in words.

It's easy to confuse being nice with being kind and thinking that they are the same thing. They are not. I came across this insightful article about how this can translate to issues in the workplace, too, especially as a leader who needs to give important feedback for the betterment of their team and company. The article talks about the problem of being overly nice when giving feedback at work. It explains that while being nice seems harmless, it can actually lead to communication breakdowns and negative outcomes for teams. It shares a story about a manager who didn't give critical feedback to an employee, resulting in their confusion when they got let go. The article distinguishes between "nice" feedback and "kind" feedback, emphasizing the importance of constructive feedback that helps people learn and improve. It suggests using the Four Cs framework: Connection, Concreteness, Coaching, and Conversation. Check it out. What do you think? Do you struggle with being nice instead of being kind?

Can I give you some feedback? What comes to mind when you hear that phrase? Usually it is something like “uh-oh”, or “someone isn’t happy with my performance”. Most people associate the word feedback with being negative. Isn’t it ironic that when people want to tell you something good, they don’t preface with “I want to give you feedback”, they just say it! “Hey John, great job on that presentation!”. But when you hear “I want to give you some feedback”, you expect a conversation about where you are falling short on expectations.” Recently, we created an entire series of “building a culture of feedback” for a major pharmaceutical company, rolling this out to their top 1800 leaders. We have spent much of our time with them on building trust and authenticity first, to enable feedback to occur. Most importantly, you have to role model asking for feedback….and I don’t mean during a performance review, a formal “sit-down” or waiting for a 360 review. Feedback gained in the moment is much more actionable. I love the question….”What’s one thing……” and then follow that with your question. You aren’t asking “IF there is any feedback”, but assuming you have something to learn by asking the question. “What’s one thing I can do to make our working relationship even stronger?” or “What’s one thing I am doing that holds me back from progressing?” Starting with this allows someone to give you one thing…..and you can take action on it. But I wouldn’t stop there…when they give you the answer, do say “thank-you”. And then finish the conversation with one additional question, “How would that show up differently in your eyes?”. Asking for feedback is a way to gain insight. Go ask a few people, “What’s one thing…….” You finish the sentence. Then let the insight flow in. #leadershipdevelopment #feedbackmatters #coffeewithcarol Your input matters! I'm here to help and provide valuable insights. If you have any burning career questions, I'd love to hear from you. Please don't hesitate to submit your own queries, and I'll be absolutely delighted to address them. Together, let's unravel the mysteries of the professional world and navigate towards success. Your questions will shape the conversation, so don't hold back! Looking forward to your submissions and the opportunity to support you on your journey.