Organisational psychologist and best selling author Becky Westwood explains how you can unpack the horrors of organisational feedback.
In addition to being a tool for maximising workforce skills, feedback is also valuable to the individual by contributing to personal and career growth. The trouble is, work is deeply intertwined with people’s sense of identity, purpose, and social connection, and so many people dread the feedback process.
People have a range of approaches for navigating this feeling, from the ‘just push through approach’ to the ‘avoid at all costs’ method. These approaches attempt to give recipients back a feeling of control – of themselves, their reactions and the process. However, this often comes at the expense of their wellbeing, relationships at work and their future opportunities to learn, grow and be recognised.
So, how can you change this and use perspectives to create possibilities, shifting the paradigm from fear to empowerment?
Don’t wait for perspectives to find you
It can be tempting to wait for your manager, leader or peers to find you with their feedback. This might be in your regular one-to-ones, development conversations or annual reviews. This can add to the feeling that we are engaging with feedback because we must. In fact, in my second research study 76% of people said they use feedback because it’s a ‘have to’. This is hardly empowering.
Instead, you can take control by becoming clear about what your professional goals are, and what things you would like to change or develop. Then go out and actively seek perspectives that will help you achieve the changes you want. You can give permission to your leader to give you feedback more regularly and in a way that works for you.
You can also give yourself feedback – taking intentional time on a regular basis to reflect on your perspectives of how you are doing. Your perspective is just as valid as someone else’s and many people I work with have implemented a rhythm of, each week, reflecting on three things that went well and three changes they would make.
These practices may not stop feedback coming from other sources, potentially at unsolicited times, but it will help you to develop a more proactive and less fearful relationship with receiving feedback.
Share the responsibility
It’s important to remember that sharing perspectives is an exchange not a transaction.
When seeking or receiving feedback, it’s essential to establish clear expectations and understanding. You play an active role in this and by using clarifying questions, you can ensure that you and the feedback provider are on the same page. An example of questions you can use to gain clarity is, can you tell me more about what you’ve observed?
These types of questions need to be asked with rapport, curiosity and a willingness from each person to be open to the possibility that there may be something one has seen that the other may not have noticed. Leaving feedback exchanges with clarity instead of confusion will help you to have the confidence to decide what you’d like to do with the perspectives you’ve received.
Recognise you have a choice
A perspective is not true or false, good or bad, right or wrong. It is simply someone else saying this is how I experienced x. They can be incredibly helpful to consider but they may not all need to be acted upon. Once you’ve received feedback, you have the power to choose how to respond.
Take the time to consider feedback. Are there recurring themes? Do these themes resonate with your own experiences and goals? Seek out multiple perspectives; consulting additional sources can provide a more comprehensive and holistic understanding of the situation.
Remember that the decision to act or not to act is entirely yours. Sometimes, the most valuable feedback is the confirmation of your current course. If you decide to make changes, break them down into smaller, actionable steps. And evaluate the feedback in light of your past experiences. Has similar feedback been offered before?
Conclusion
People working in organisations want to develop, they want to contribute, learn, be valued and recognised for their work. These things involve becoming aware of how you are doing, aware of where you want to get to, your goals, and where you are in pursuit of them.
Becky Westwood is an Organisational Psychologist, and Chief Experience Officer of Monkey Puzzle Training and Consultancy. Becky is author of Can I Offer You Something? Expert Ways to Unpack the Horrors of Organisational Feedback.