Collecting feedback is part of my job. From major communication ball drops to an email reading better if you used a different color scheme, I hear the gambit. It taught me to have a thick skin over time — after all, I needed to hear the feedback and getting defensive about anything is the quickest way to let people know their words go in one ear and out the other. Not the best way to earn trust and live our company values. So I can take it.
Today I wanted to point out, though, what constructive feedback looks like. The words that weigh heavy and move things forward in my experience. I’m speaking strictly professionally here and more broadly to company operations (rather than interpersonal), though apply it how you will.
So let’s say you have feedback for your company. You think they can be doing something better. The number one thing to ask yourself is: Am I willing to be a part of the solution?
Notice, you don’t need to know the answer. You might have an answer or solution (love it), but that’s not the end all be all. The first step in solving any problem is making sure you understand the problem. Are you getting to the root of the issue? Does everyone understand the problem clearly?
Now here I could be talking about anytime timezone indicators when we talk about meetings — a great suggestion I got today — where nothing else is needed; it’s a great suggestion since we’re spreading out across timezones and easy to change.
But I could also be talking about people feeling like they don’t have the information they need. Is it in the delivery? The documentation? Lack of transparency? Is it really about information access or rather the capacity for people to consume the information? Or is it a problem with the person communicating?
My point: sometimes a problem or piece of feedback you have at work may be a symptom rather than a root cause. Come to the table ready to discover what that root cause is.
NOTE: If you are avoiding naming a root cause that you think you know and naming symptoms instead, name that root cause. Even if it’s hard. For example, if the real reason you’re not speaking up in meetings is because the meeting leader keeps shutting you down and out, suggesting we change the meeting structure won’t solve that problem and at best mask it.
I got great feedback this week from a team who wanted more communication around some recent organizational changes. With the feedback, they came with a clear ask of what that communication should look like. It was bliss to my ears. Believe it or not, most HR or Leadership teams don’t want to guess at what employees need. Sure, it’s part of our jobs to figure it out, but I was thrilled to get their proposed solutions and I am happily implementing.
Another good question to ask yourself: What would it look like for your feedback to be heard?
Consider what ‘done’ would like like — how will you know your feedback has been addressed? Maybe your company doesn’t implement your suggestion to a tee (it’s bound to happen); what does it look like for your manager/company to hear you despite that? Then ask for what you need. It’s on the company to follow-through and you should follow-up.
All together:
- Come with a proposed solution or a commitment to be part of the solution
- Ask clarifying questions of yourself and others to understand the core issue
- Tell whoever you give feedback what you need to feel heard (follow-up? escalation?)
With Love,
Natalie