How can you receive feedback from your team to improve your management skills?

I teach people to become better investors and traders. At the ripe young age of 68 because my Dad became a broker when I was 13, I have 55+ years of experience under my belt. As a consultant to everyone in the industry, from the SEC to several listed companies the answer to success was easy. I have two ears, two eyes and but one mouth. Listen and observe twice as much as you talk; it works. Quite often other people have the answers or at least the ideas to get you started in the right direction. In my courses naturally I teach equities, bonds, futures, ETFs, options and more but I start with the most important topic, emotional intelligence. That's the one that encompasses everything I've learned, listen to others, they're better than you.

A lot of the advice here is good process. But the human side is more important. If you want to receive feedback, you have to be willing to give it. And if there isn't an institutional culture of doing so, you need to learn how to give it unprompted 2 good principles: (A) you earn the right to give critical / developmental feedback by giving praise where due (B) we (Brits) tend to deflect +ve feedback. Don't. Learn how to accept it: "Thank you, that's very kind". Or "Thank you. That's thoughtful, I'd never considered that". If you respond to feedback like this, you will get more. And you will be much more likely to get thoughtful feedback when you ask "Are there things I could be doing better from your perspective?"

You have to lead by example and demonstrate that you are willing to listen and take action on feedback that is given. Share and acknowledge where you can improve and don't get defensive. Internalize what is shared and then ask for continuous feedback to track your progress.

Lowering the barriers for feedback is great, as long as it invites honest opinions and not fabricated must-do comments. The same goes for reducing anxiety and ambiguity around the topic: it is great, but often I've encountered over-engineered feedback processes (basically a list of things one cannot say and a list of things one has to say) that remove authenticity and cultural preferences and differences. The result is often not feedback, but a pile of words, deprived from any form of meaning. Reminding people of your team's values (often things like respect, honesty, team spirit etc.) and giving them more freedom in how to express themselves is often enough and works miracles.

Creating a culture of open communication and trust is essential for receiving constructive feedback from the team. I've learned that you need to do regular check-ins, both one-on-one and team-wide and provide dedicated spaces for discussions. Incorporating anonymous platforms encourages honest opinions too. However, it's not just about receiving constructive feedback. It starts with you leading by example, asking specific questions, and practicing active listening to convey a genuine willingness to receive feedback.

Shut up and listen. If expectations aren't clear, you'll quickly find out by listening. Encourage questions from your team, and don't make them full stupid when they ask them. Everyone processes incoming information and expectations differently. What's clear to one person might not be clear to another person. Don't assume. Listen. Encourage feedback. And then ASK if expectations are clear. If not, engage and have a conversation. You'll quickly learn if expectations weren't clear -- or if something more troubling is afoot.

As a leader, it's vital to be the first one on your team to ask for open, honest and raw feedback from others. We often do this with teams at their annual strategic planning, with each team member sharing where their teammates can best improve to help the overall team the most. With that, a leader must be willing to take the feedback FIRST constructively AND actually do what one can with it, be it making improvements, changes, etc. Once you develop that openness and honesty within your team, being led by the leader him/her self, your entire team will begin to develop a culture of radical candor.

- Fostering a culture that embraces mistakes is key. Encourage your team to view errors not as setbacks but as stepping stones toward improvement. - Make it clear that mistakes are a natural part of innovation and growth. By celebrating lessons learned from failures, you create an environment that values resilience and continuous learning. - This mindset not only boosts creativity but also strengthens the team's ability to overcome challenges.

When teams are not yet used to do open feedback rounds, the risk of misunderstanding "Feedback" by "What I don't like about you" is really high. To support a constructive sharing of insights, improve the chances for acceptance, and enable real growth, sharing the basics of "non violent communication" by M. Rosenberg has proven to be really useful. Design your Workshop to boost empathy and share the four elements/steps of an empathetic, effective feedback (incl. examples): 1) Observation: Focus on an specific situation and a specific behavior/observation 2) Feelings: share how YOU felt about it 3) Need: Reflect, what do I need in such a situation? 4) Request: formulate a specific request, what you wish or expect from the other person. Enjoy!

En general no nos resulta fácil dar ni recibir feedback, pero es muy necesario para avanzar y mejorar y sobre todo para darnos cuenta de carencias que no pensabas que tenías o no eras consciente. Es interesante saber como te ven los demás, y en ocasiones nos llevamos sorpresas. Cuando además alguna de esas opiniones se repite, tenemos que estar preparados para afrontarla, darle validez y contar con la mejor disposición para trabajar en ella. Si puedes, pide opinión sobre aspectos concretos, igual funciona a la hora de dar feedback. Focaliza y se claro con el aspecto que quieres evaluar y ten en cuenta al interlocutor. Esto no va de dañar a nadie, sino lo contrario. La idea es mejorar y el feedback bien aplicado, es una herramienta poderosa.

Focus on feedforward instead of feedback. In other words ask what you should do more or less of, instead of looking in the rearview mirror and asking what you should’ve done differently. Those types of recommendations are usually easier to get and very impactful.

I've also embraced anonymous feedback mechanisms. Periodic surveys or suggestion boxes enable team members to express thoughts without fear of reprisal. Anonymity promotes honesty, unveiling aspects of my management style that may not surface in face-to-face discussions. Analyzing these responses provides valuable insights into areas where adjustments or enhancements are needed. Additionally, I've introduced a "feedback-forward" concept. Instead of solely receiving feedback, I encourage team members to propose solutions or strategies for improvement. This not only empowers them but also fosters a collaborative atmosphere where everyone is invested in the team's success.

It is important to set the tone to receive constructive feedback: - Anonymous Surveys to gather feedback from your team members. Ask specific questions about your management style, communication, decision-making, and areas for improvement. This would allow team members to provide honest feedback without fear of repercussions. - Implement 360-Degree Feedback: within your team members, peers, and superiors. This comprehensive feedback provides a well-rounded view of your performance as a leader. - Observation and Shadowing: Allow team members to observe and shadow you in your managerial role. This gives them a chance to provide feedback based on their observations and experiences.

Asking for feedback from teams is something that all "text books" suggest, though I would rather use it cautiously. The problem is that, you hardly get meaningful feedback when you ask for it. Open channel feedbacks are almost always non-transparent and anonymous feedback tools are frequently used by people to vent out frustration against colleagues. So the responses seldom provide any real feedback. If leaders want to get honest feedback, they would rather seek them in course of regular discussions with teams when they normally speak out their mind and not make the process elaborate feeback gathering mechanism. However if the idea is just to tick a box that people feedback has been obtained, then well, there's no dearth of such tools!

In my experience, the right method is the one fits better with your team and team dynamics. For instance, it could be effective to propose quick "pulse check" after significant moments togethers (with very concrete questions on the impact of your behaviors on them). Or during your performance conversation, to ask " how can I be better as manager in enabling you on etc.."

Selecting the appropriate feedback method is pivotal for fostering effective communication and continuous improvement. Personalized feedback methods, such as one-on-one discussions or written evaluations, enhance understanding and engagement. Constructive feedback, emphasizing specific actions and outcomes, promotes development while maintaining a positive tone. Regular feedback intervals, rather than sporadic sessions, contribute to continuous improvement. Employing a mix of praise and constructive criticism fosters a balanced perspective, motivating individuals to build on strengths and address areas for enhancement.

I agree with all the above, as each approach has its pros and cons. - I really like the option of having an independent coach get together with the leader’s direct reports and conduct a guided focus group re: the leader’s less of / more of behaviours, unique strengths, growth opportunities, etc. - The coach then debriefs the aggregate inputs and insights with the leader. - The leader then takes these insights and debriefs with their team, making clear statements around the what/why/how of the future. I’ve found this to be a particularly empowering approach, and with the help of a coach misinterpretations can be minimized.

Un des exercices les plus appréciés par mes clients lors de séminaire d'équipe est le 4x4 (car c'est un outil "tout terrain";-). Le chef d'un coté, l'équipe de l'autre. Chaque partie présente des messages en 4 catégories : ce que l'autre doit : -1- Continuer à faire -2- Mieux faire -3- Arrêter de faire -4- Commencer à faire La partie qui "reçoit" le 4x4 peut poser des questions si les messages ne sont pas clairs. Souvent le chef et l'équipe se remercient mutuellement pour ce beau cadeau. Ensuite, on reprend tous les messages et l'on voit ce qui peut être décidé pour améliorer le fonctionnement de l'équipe. Je suis toujours émerveillé d'être témoin de très belles choses en entrant ainsi dans l'intimité d'une équipe.

In my experience it is great to get feedbacks from your peers and managers on way to improve things. In my case I find those actions even better than when I will provide guidelines on how they should act. They know the details and the areas that we can improve and the only thing they should act and not wait for my advise. I even prefer that they take action even if at the end it was not the right action but I can give ideas and feedback for the future cases. Engagement and feedback of peers is the only way to get better.

Feedback tailored to an individual's unique design is crucial for effectiveness. BG5 reveals each person's strengths, potentials, and shadows, offering a nuanced understanding of their inherent characteristics. This insight ensures that feedback resonates deeply, addressing specific aspects of their design. By aligning feedback with their unique qualities, it becomes more than just advice; it's a guided reflection of their true self. This personalization enables individuals to receive feedback in a way that aligns with their natural tendencies and processing style, making it more constructive and empowering. BG5 thus transforms feedback from a generic tool into a powerful catalyst for personal and professional growth.

The only effective way is to be the person who encourages his/her people to speak freely without fear or favour. You can only do it over time by abrogating the power to censure people who give you unpleasant tidings, or say things that you do not like. Create an atmosphere of psychological safety. There is no other way.

It's extremely important while receiving feedback not to be defensive, not to keep justifying. Take an active interest, ask clarificatory questions, sleep over it, consider with a open mind when you have cooled down (if you get emotional), understand the implications and evaluate how you will act upon that feedback.

Taking feedback from team members is crucial for successful management. As a manager, it's important to show sincerity and be vigilant in getting feedback from your team. I personally meet one-on-one with team members to ask how things are going and if they have any issues or advice for me. This helps build trust and allows team members to give feedback openly. Once received, it's up to me to analyze the feedback and take appropriate actions. Remember, taking feedback is a continuous process that helps improve team dynamics and productivity.

The best leader is the best listener. Give a passionate ear to the person who is speaking. You solve 50% of his problems. Leader should be a passionate listener which will take him to understand the problem. You can spend 90% of the time to understand the problem and the remaining 10% will get you the solution.

Do anonymous surveys !! Ask questions to know their views and experiences. Socialise with them to better understand their feelings and situations.

I believe instilling a growth mindset encourages everyone to view feedback as an opportunity for improvement rather than criticism. Emphasizing the positive impact of constructive criticism on personal and collective development contributes to a resilient and healthy team culture.

If you cannot receive feedback properly then the relationship with your team quickly breaks down. I've found that just simply listening and the agreeing to take it away and reflect on it sometimes prevents an emotional reaction. It is important to remember though that feedback is not always truth.

Given the busy schedules we usually have, We naturally tend to listen less and focus on doing more. While in reality if we spend some more time listening especially when its an important conversation, we achieve more in less time and improve better

In these sessions, adopt active listening: focus fully on speakers, avoid interrupting, and show engagement through nodding or brief verbal acknowledgments. After each comment, summarize their point to ensure understanding, and ask clarifying questions if needed. Maintain an open, non-defensive posture, and take notes to remember key feedback. Most importantly, express gratitude for their input, regardless of its nature. This approach demonstrates respect for their perspectives and reinforces a positive, collaborative environment for feedback.

When I recieve feedback, I make it a point not to react to what is said, not because I fear the interaction will be negative or because I am stoic, but because reacting is not the point. When someone gives me their feedback, its their feedback, not mine. Whether I agree with it or not is not the point, whether they are right or wrong is not the point, the point is that they are giving me their feedback. Therefore I listen to what they say and reflect on it in due time, ultimately trying to utilize what I think is most relevant from it. At no point in that process is it constructive for me to do anything other than listen.

Feedback is a gift and should be treated that way. Remember Christmas morning when you didn’t get what you exactly wished for? Well you might have liked the gift but whoever gave it to you put a lot of thought into it regardless. We need to respect the other persons efforts and courage for speaking up and providing you a gift. I try and remember to say thank you after someone gives me feedback on my leadership to reinforce in my mind to be thankful and respectful.

The fastest way to stop getting any meaningful feedback is for the giver to not feel heard, conversely, the best way to encourage feedback is to show that you heard and understood it. This does not mean to always follow it, but it does require honest acknowledgment and gratitude.

Good advice! Consistent with my post. most of all set a vision for the long-term: 5-10 years in a large, Enterprise. and be sure to clearly communicate the vision and the needed steps.

Feedback is a gift. But it is useless, unless there is an action driven by that feedback. If people see, that you listen actively and try to change things based on their feedback - they will feel encouraged to feedback you also next time. Becouse it makes sense. Both for them, and for you. To get better.

Recentemente, ouvi uma frase incrível: a gente não ensina o que a gente sabe, a gente ensina o que a gente é. Na gestão de pessoas é importante considerar que o comportamento do líder tem reflexo direto no dos liderados, por isso, compartilhar com seu time as reflexões sobre os feedbacks recebidos,,apresentar seu plano de melhoria contínua e pedir o apoio do grupo na sua própria evolução, mostra sua vulnerabilidade, sua coragem e inspirar os demais a seguirem comprometidos com sua evolução constante.

Embracing feedback is a managerial compass. Constructive input illuminates blind spots and accelerates growth. Actively listening to perspectives outside your echo chamber fosters adaptability. How? Cultivate a growth mindset, viewing feedback as a stepping stone, not a stumbling block. Regular check-ins foster an open dialogue. Lastly, translate feedback into actionable steps, turning insights into tangible improvements.

Reflection takes many forms. It is important to show that you value whatever feedback by acting on it! Think of this as an invisible contract. If you value the feedback, then take action. You reinforce the belief that speaking up is valuable and will be acted on. Does this mean that everything gets acted on- No, not directly. However, if people speak up, and generally nothing happens, then the assumption forms that the feedback wasn't worth the effort. Feedback initiative will fade and the silence will be pronounced. If the feedback is targeted from one person then keep reverting back to get improvement feedback. If there is a trend from the group/team, then be conscientious in following up AND following through with the group.

Recognise that feedback does not define your personal or professional value. It is merely a tool that, when used properly, can yield something beautiful. When I entered the world of management, more than 20 years ago, I took feedback personally. Over the years, I learned to love and accept myself as I am while recognising that I could improve in some areas. The decision is mine. Once I owned the truth and decide to grow, I allowed myself to make mistakes. I found the best way to accept feedback is graciously - love yourself enough to let go if something isn’t working for you.

La première qualité d’un manager reste, à mon sens, l’écoute. Laisser ses collaborateurs s’exprimer pour les valoriser et les accompagner en les orientant. Faire de ses équipes des sources d’inspirations et les responsabiliser en leur demandant: qu’est ce que tu proposes ?

Overall project Performance depends on the Identification of key performance issues that have negative impact on project performance. You will need to reflect on the feedback objectively that are hampering the project outcome. You will need ensure that corrective measures are being taken to recitfy the weaknesses and threats. These measures has to be communicated back to all employees for them to increase their trust on you. Make sure to create proper invectives for those who make the right assessment of your performance. Make sure to make full documented process of the feedback mechanism and its positive impact on the project performance.

Reciprocity is a key outcome of soliciting feedback from your team. The more you demonstrate humility and willingness to receive feedback, the more an atmosphere of psychological safety is generated and your team will invite your feedback on areas for their improvement.

I've never been a fan of annual reviews or forced, formal reviews at specific times of the year. I've always struggled to remember the good and bad throughout the year. This past year, I've really tried to provide immediate feedback after a sales call, meeting, or other event. I start by saying what I thought they did well and then provide some suggestions for improvement based on very specific things they just said or did. I want the feedback to be actionable. I also ask for feedback on my performance in those same situations. However, I need to do a better job of documenting those items over the course of the year. That is one of my resolutions for next year.

I would not give feedback. I would offer feedback and if the person is willing to engage I would do it with the best intention and positive attitude. Feedback is not “having a go” at someone. Feedback is about wanting to share something with another that will allow them to grow, build on their strengths and fine tune their limitations. Feedback is also not a one off. After a feedback session, become a coach and help the individual develop.

Dans le contexte d'agitation, de perturbations des repères des organisations, des changements permanents je pense que le feedback doit transcender son rôle de simple communication. En développant une culture du feedback le manager crée un espace de confiance, d'écoute et de reconnaissance qui est primordial d'une part pour favoriser la reconnaissance des uns et des autres et d'autres part pour stimuler l'envie de chacun de contribuer, de créer et d'innover en coparticipant au projet d'équipe. Ainsi les retours pertinents et sincères du manager transforment les observations en actions immédiates. Le feedback peut donc créer, je le pense, les conditions d'une réactivité cruciale dans un environnement en constante évolution.

BE CAREFUL! Ensure that you provide individual and team feedback as it applies to their performance and development. I use the acronym CTDIR (Catch Them Doing It Right) as a way to build an emotional bank account (Psychological Safety). This reinforces the perception that the leader/manager is fair, balanced and respectful towards both effort AND outcomes. Please remember that when you acknowledge discretionary effort, people are much more appreciative than when you point out the 1% improvement feedback. Instead of waiting for someone to disappoint you, ensure that people know what you expect of them and what they can expect of you in return. When people know how to play hard and play fair, they worry less and deliver more.

Listening without jumping into problem solving mode will give confidence that you really want to hear their concerns. Then asking more open ended questions will help to find better ways to do our work.

Giving feedback and feedforward is an opportunity 1️⃣ to congratulate and build self confidence 2️⃣ to motivate and build the road for the future 3️⃣ to make each your team member unique for their strengths 4️⃣ to approach and talk honestly about weaknesses and how to find the role model in those areas. Never miss the chance to fill the other ones with pride , passion and motivation . On individual and team commitment level .

Make sure to have a documented system of the feedback mechanism that shall be communicated at all levels. The team shall be motivated when they see their name being mentioned in the weekly status meetings. There shall be also awards for the best feedback and proper recognitions. You will need to make formal presentation of your corrective measures and their outcomes. All these should get included in the weekely status meetings. On top you will need to thank individuals with appropriate feedback that will make a difference in your management style.

I believe that when you create an environment where voicing your opinion or giving feedback is safe and welcomed, one doesn't necessarily need official moments of giving feedback in return. While this is good to do, it shouldn't be a surprise what feedback is given, as the feedback should have been given regularly. this is much more respectful (and motivating) towards the individual receiving the feedback.

Dans le cadre qui est le mien, celui du recrutement, donner un avis en retour d'entretien est une attente des candidats.es trop souvent mal gérée. Si je ne peux pas le faire directement en fin d'entretien, je me challenge en proposant aux candidats et candidates de me joindre sans crainte à partir d'une date fixée avec eux. Les bénéfices directs et indirects de cette action sont immenses !

Build the environment first. Before asking for feedback, you should make sure you have an environment where team members feel at ease and secure to express their thoughts. To me, this comprises two fundamental components: 1. Embracing a humanistic leadership approach. Acknowledge your humanity and imperfections and show up to your team as such. An authentic human connection fosters stronger rapport. 2. Fostering psychological safety within your team. Cultivating an environment that embraces learning from mistakes, abstains from blame culture, and encourages open dialogue creates a safe space for genuine and constructive feedback. When individuals feel invested in each other's growth, they are more inclined to offer valuable insights.

I believe there are foundational elements that should always precede and accompany such sessions: respect and integrity. When team members feel respected, they are more open to receiving feedback and are likely to engage in constructive dialogue. Then, listen and give feedback with integrity mean avoiding jumping to conclusions and refrain from making judgments or taking this opportunity to highlight issues. What I want to emphasize is that, while feedback is a vital tool for growth, its effectiveness is magnified when delivered and received with respect and integrity. These principles not only enhance the feedback process but also strengthen the bonds within a team, fostering a culture of trust and mutual respect.

Solicit feedback from a diverse range of colleagues and if relevant, clients, business partners, suppliers etc. Seek out colleagues that will give you “unfiltered” feedback and think and act different to you. Outside of work, seek out feedback from family and friends that will give you open and honest feedback to apply in your personal and professional life. #feedback

A simple way to think about bringing change is to have a conversation about - Unlearning, Learning and Relearning The toughest of these 3 learning areas is unlearning as we get moulded in our jobs, roles and growth cycles. When business, technology or industry makes a shift the unlearning and new learning becomes critical. But the unlearning involves significant inertia and needs strong will and effort to come out of mould and do things differently.

Getting feedback is not easy. It takes sustained effort. Three useful steps to get started are Step 1: ASK. Step 2: ACT on whatever feedback you get. Step 3: CHECK with the feedback provider and if he / she perceives any change. Progressively as people around you are convinced that you are keen to take feedback and grow, you will receive feedback a lot more spontaneously and readily.

While a strong framework is very important, it is not one size fits all. The more you tailor the approach to the individuals on your team, the more effective it will be. Ultimately, this should be an open communication process throughout the year with a few formal touchpoints to validate, celebrate, and course correct as necessary.

Compartiendo las experiencias el tiempo me ha demostrado que las cadenas de liderazgo más robustas y duraderas se construyen desde la confianza y el ejemplo, y donde la transparencia, la honestidad e integridad de los lideres son mucho más esenciales que la propia jerarquía de mando y los organigramas vacíos. En definitiva, las cadenas de inspiración son más robustas que las cadenas de mando y donde la aptitud y la pasión marcan claramente las diferencias estrategicas.

Revisit at regular intervals which ensures that you are acting on the feedback and also builds confidence among the people you give feedback Making your team part of your evolution journey can build a culture of feedback and growth. Anything that a leader does and does well tends to impact more than just him or her.

1) First, ASK for it, 2) Second, ASK for it, and 3) Third, ASK for it. Then reinforce it. Remember reinforce means “to strengthen.” Find a way to reinforce them for giving feedback. Remember someone who gives feedback is someone who cares!

Getting "open/honest/actionable" fedback from your team is very very tricky. You can always get "a feedback" but if you really want to improve, you need "the feedback". I believe it starts way before: - you need to create a "risk-free" enviornment in your team. That means your team mates are not afraid to raise a point/able to take calculated risk wihtout fear of serious repercussions / believe you will back them up in reasonable circumstances. - You need to give them honest/constructive feedback - both positive as well as areas-to-work-on. This will act as "coaching" to understand how to give feedback to someone. - When they give you their first feedback - act on it and let them know how you have tried to act on it. This builds trust.