5 specific ways you as a leader can work with feedback

Today you are going to meet Michael.

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He is a manager in a Danish energy company.

In the leadership team of which Michael is a part, they had a clear objective:

They wanted to get better at giving and receiving feedback.

“We realized that we couldn't create this feedback culture by having all the leaders learn the same models in one day of training, which we then tried to try out for ourselves afterwards,” Michael says.

“It would only lead to feedback having our full focus for a short period of time and then spill out into the sand. Furthermore, employees saw feedback as a bit of a buzzword that never really became part of our everyday lives, and we wanted to change that.”

That's why Michael and his management colleagues chose a tailor-made feedback course at Feedwork. The course consisted of a mix of live sessions, hands-on assignments and coaching along the way.

So what has come out of this effort?

Here are 5 ways Michael as a leader succeeds with more and better feedback in everyday life — and that can be a great inspiration to the rest of us:

1) Take small steps

“I knew a lot of good feedback tools ahead of time, but I quickly found that I wanted to implement way too much at once. Instead, I tested out some techniques for a few weeks. In the follow-ups with Danni, I then figured out what made the best sense for me to focus on, and what I might as well park because it just didn't fit into everyday life. '

2) Ask for feedback more often and in less formalized contexts

“I ask for feedback more often now than I did before. And I ask small things rather than convene outright feedback sessions. I get more honest and immediate feedback that way. And employees don't get tired of 'now we have to get feedback again' — because it happens almost without them noticing.”

How does Michael do that in concrete terms?

“I ask, for example, after a meeting: “How has this topic, which we have discussed today, given value?” And when they've been through some training, I always send surveys that have a high response rate.”

3) Provide space for immediate and honest feedback — e.g. with anonymous surveys

“I dare to ask more openly than before. For example, I just sent out an anonymous survey after a training that the employees have attended. Here I ended the survey with an open field where you can write whatever you want. This field had 16 out of 17 employees filling in, so it was a success.”

4) Show what you are using the feedback for

“When I get good answers, I show more clearly what I use the feedback for. I simply say, 'I've had these answers from you, and here's what I'm using them for. ' So that the employees feel that they actually have some influence.”

5) Set realistic goals -- and stick to them

“I use small targets in everyday life, such as “Remember to ask about this at the meeting.” I write what I want to ask for feedback on into my own little agenda so I remember it. Because it doesn't just happen by itself.”

When Michael thinks back to Feedwork, he says:

“By working with the tools for a long time, I've found that you don't have to use 100% from the start. You have to have sparring along the way and become able to distinguish between right and wrong in relation to the everyday life you have and the leader you are. Danni helped us along the way.”

Finally, Michael offers a little warning if you want a better feedback culture:

“We are only just starting to implement a feedback culture, and there is a long way to go. But people are very happy to give feedback now, and we can sense that by the fact that there is an increased expectation that it will be used for something. So if you want to become more skilled at getting more feedback from employees, you also need to be willing to use it for something when you succeed!” he finishes with a smile.