Honest feedback is hard. Hard to listen to, and hard to give.
So does feedback work best in the structured moments we’ve made for it? Or should we embrace it in all the moments in-between?
Drawing on her own experience, Louise Clifton explores.
Higher education is an intensely feedback-rich environment. We have a wealth of formal feedback processes in our practices of teaching and learning, academic peer reviews, and annual Personal Development Reviews, to name but a few. But if feedback is only handled in these constructed moments, where does that leave the time that occurs in-between?
these moments aren’t Polyfilla for the time between formal reviews.
These informal, in-between, moments are essential. It’s in these gaps that we can connect and feedback with one another in an environment without regulation. And these moments aren’t Polyfilla for the time between formal reviews. They’re everyday life.
How we use this time to connect with colleagues is critical, because it’s through the little and large actions that we take every day that we build trusting relationships with others. And with trust, comes the ability to be fearless when things go wrong. And that’s the clincher.
I’d like to share my own experience of the power of feedback in the spaces in-between:
If you know me, you may know that I’m a thinker first, doer second. I’m fiercely protective of doing things ‘my way’ and in my own time, and I’m most responsive to feedback when I have time to think about it. But these natural preferences can make it difficult to change my viewpoint on things I really care about, or to change things rapidly when I need to.
I work with colleagues whose practice is to reflect and adapt often, and to be open in sharing thoughts and feelings whilst doing so. Feedback for them is a more natural go-to, and their capacity for taking it on and rolling with it fast astonishes me.
Together, we practise fearless feedback. It’s our commitment to each other that when an irritation grows, no matter when, we fearlessly feed this back to one another. It’s our free pass to ask, ‘Hold on, what was that about?’
It’s revolutionised the way we work. And that’s no understatement. It’s redefined boundaries on issues that we both made assumptions about, often without ever realising. It’s allowed us to understand our motivations more clearly so we can capitalise on these, and to make changes that have made things easier for the other person and better for our organisation.
So how do you go about nurturing something like fearless feedback?
It must be thoughtful, and thought through.
There are some important considerations you need to make and allow for. It’s not an excuse to have a go, nor nit-pick. It’s must be thoughtful, and thought through. It is a conversation that is held with agreement, and at a good time for both people.
You must not blame and you must hold your gut reaction and sit with it, because at the end of the day, no one likes to be questioned, or hear that what they did, said, or how they acted was felt negatively. You’re not alone here.
Lastly, it must be done with kindness, and a willingness to listen and adapt on both sides, no matter who is feeding back.
The battle of disclosure
Something I didn’t mention before. I can be intensely private. This is no bad thing in itself, but it means that when I need to disclose a discomfort, or admit that something is not right (professionally or personally) and I need help, this can be difficult. Often, I battle with disclosure.
Disclosure builds trust, but it’s not easy and I’m the first to admit this. But knowing how much you’re willing to disclose, and choosing the right moment to challenge yourself, is a personal and professional strength that will build resilience. It will allow you get to know yourself more if nothing else, and allow others to do so too.
self-knowing is good, self-absorption less so.
There is a balance to be had, and thinking about what you disclose, how and when you say it, and how this will affect others is essential; self-knowing is good, self-absorption less so.
In the end there is a subtlety to all of this, precisely because it’s about our humanity and vulnerability. So holding kindness close to you no matter which end your on is key.
From a hard-nosed business perspective it’s easy to leave feedback on the periphery; perhaps because it’s difficult or because there are always other, more pressing, issues. But if you can find a way to unlock more of it, more subtly, more often, in more of your relationships, and with more compassion, well…it will only be a good thing.
If you enjoyed this blog and you have access to Twitter, you may enjoy tweets by Amy Fast @fastcrayon, a high school Assistant Principal who often tweets about the topics covered here.
Louise Clifton is the Director of Marketing at Invisible Grail. Whilst her day to day work can be consumed with to-do lists (and copious post-it notes), it’s all the things – the people and experiences – in the places in-between that make her role one to come to work for every day.
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