The essential role of feedback for the Leader

“Mirror, mirror on the wall, who’s the fairest of them all?” So goes the question embedded in the children’s tale, and a question that stalks most of us for the remainder of our adult journey. Not that we would admit it as over the years we have learnt to conceal and disguise the question.  We expertly train the mirror to give us the answer we wish to hear.  The real fantasy is often that we think we are hearing the truth.

For those in leadership this is a question that provides the yardstick of measurement, recognition and reputation. With so much at stake, it is understandable that the answer to the question should be: “Why of course, you are!” regardless of the reality.

It becomes obvious then, that the real problem is the expectation surrounding the answer, and not the question itself.  Should the answer fail to meet expectations it will often elicits denial or anger. And so, the mirror, weary of abuse and fearful of being shattered, has learnt to simply reply: “Why of course, you are!”.

Honest feedback is hard to hear and generally harder to give. Yet it is the lifeblood that fuels both personal development and organisational growth. Why then do so many keep asking for honest answers but still expect reassurance or concurrence?

As a leader, when last did you solicit feedback being open to the possibility that it may not ‘mirror’ you’re your desired answer? As a leadership team, do you invite opinions that might call your effectiveness into question? The absence of feedback is not an indication that all is well – it’s a delusion. It also suggests that you are out of touch with those around you. David Novak, CEO of Yum Brands said, “If you see people looking around in meetings, waiting for you to speak, that’s a telltale sign they aren’t being open. We have training programmes to encourage employees to discuss the un-discussable, even if others don’t want to hear it”. (Fortune, April 20, 2009, p16)

It is the leader’s responsibility to create a climate encouraging people to offer honest feedback without fear of reprisal. Should ‘contentious’ feedback be delivered, the leader’s response will be watched closely and subsequent feedback will be regulated accordingly. Should silence greet the invitation for feedback, or if the response always seems to mirror the leader’s thoughts and ideas, there is a problem, and the leader shouldn’t blame the mirror.

Leaders need to show that they value differing opinions and know how to mediate their way through such cross-currents.  Communication across generations should also be considered. The use of social media is a way to create a safe place for the younger generation as it represents a natural way of communication for them; whereas older employees are normally comfortable with a more personal forum.

Astute leaders should constantly ask the following questions:

1. How do I know whether I am hearing the truth?
2. What can I do to encourage open and honest dialogue?
3. What do I do with the feedback I get?

There are no easy answers but be assured that much will be determined by the prevailing organisational culture that the leader has established.

Since information both informs and forms us, it can be referred to as the lifeblood of the organisation.  Information facilitates change, innovation, collaboration and fosters a climate to adapt and learn. Feedback currents carrying healthy information and are your responsibility as a leader. Now out you go, and ask someone what they think – what they really think. Be ready for a few surprises!

Guest Post by Keith Coats of www.tomorrowtoday.co.za

Keith Coats is a director of TomorrowToday, a dynamic organisation that helps companies identify the mega trends that will impact the people connected to their business – employees, customers and partners.  Keith is a recognised expert on leadership development and a gifted facilitator, executive coach and futurist.