It all comes back to feedback.
This simple truth is the capstone of what I’ve learned while being in my own “leadership arena” over the last two years. You’re not feeling satisfied or engaged at work? It likely stems from a lack of feedback on your work revealing the impacts of your efforts. Surprised and disappointed by your recent annual evaluation marks? This is a novel feeling because your supervisors failed to provide relevant, consistent, and constructive feedback over time. Is our team not meeting performance metrics or is just plain mediocre? It’s likely because we have not integrated accountability and feedback in our routine ways of doing business on the team.
Recently, I had a Cadet that I mentor share with me his dissatisfaction with the unclear methods of distributing evaluation marks (referencing organizational justice) across his company, the lack of supervisor engagement with subordinates, and the overall lack of feedback occurring across the chain of command. He truly didn’t even care about his subpar evaluation score. Simply, he stated, “Sir, I just want more feedback.”
I think we can all relate. Looking back on my own 10-year Army career so far, I can count the number of times I felt that I have received quality and relevant constructive feedback on one hand. Clearly, that is not sufficient for sustained leader growth and improvement.
Bottom line: we as humans and as leaders suck at feedback. We suck at giving others feedback and we suck at receiving feedback from others. We need to get better in actually doing it (the act of routinely giving and receiving feedback) and at doing it well (ensuring our feedback is high-quality). Improvement requires education, commitment, and repetition. I hope this primer provides you the education necessary to equip and inspire you to “get in the feedback arena” with your people, commit, and begin the important life-long journey of mastering feedback to improve your own leadership effectiveness as well as your peoples’ and team’s performance.More