It's easier to procrastinate when giving feedback. But this cheats the person who would receive the feedback out of the chance to grow, and everyone on the team pays the price. In order to cultivate leaders your team needs healthy feedback.
Building a culture of healthy feedback is one of the critical roles of a leader. And it begins with how well you, as the leader, give and receive feedback. You set the tone and the pace for feedback. This post will focus on those two aspects exploring the quality and frequency of feedback.
When someone gives you feedback, you can tell whether they are trying to build you or tear you down. I would argue that it's no longer feedback if it's the latter. It's an attack. Feedback is focused on building up to help someone grow.
You really can't fake it. People can tell if you're for them.
Sadly feedback systems can be used in many organizations as a weapon for attacking someone. You have to consider this when building a culture of healthy feedback.
This isn't so much about the tone of voice or the words you use. It's about your honest attitude and intent. You really can't fake it. People can tell if you're for them. It's going to show up in your tone, but this is just the outward manifestation of your intent.
It will also show up in the balance of positive and negative feedback. Feedback isn't always negative. I see leaders struggle with consistently giving positive feedback because they focus on all the areas for improvement.
People tend to remember negative experiences over positive ones more easily. This means your team actually needs to receive positive feedback more frequently than negative. Consistently giving positive feedback reinforces that feedback is for the person's good, helping them grow.
But the feedback is first about their growth and secondarily about their output.
You want your life to have meaning and impact.
What if your everyday work and life not only felt natural and intuitive but also aligned with your priorities and positively impacted those around you?