If a prospective new joiner asked you about the culture of feedback within your team, would you be able to say everything you’d want to?

Are you able to say that the feedback in your world flows freely and in all directions? Can you say that feedback is valued and valuable? Are you able to say the majority of the feedback is frequent, candid and actionable? Can you say that it’s safe to share feedback, including back up the chain?

If not, what’s missing? What feedback behaviours are not being modelled, valued or rewarded? What’s driving the feedback culture, as it currently stands? And what needs to change?

Each of us plays a role in creating our culture of feedback. Whether you’re a team member or a team leader, the giver of feedback or the receiver of it, your behaviour influences that culture.

Consider what your attitude, language, skills and behaviours are encouraging and discouraging. Consider whether you’re part of the solution – or part of the problem.

This self-enquiry can be uncomfortable but is worth the temporary discomfort for the permanent and profound effect it will have on your professional character and your positive influence on your colleagues.

To kick-off that enquiry, here are 3 questions to ponder and action.

As a GIVER of feedback …
🔹How many feedback moments have my team received?
🔹What percentage is positive, timely, goal-focused, actionable?
🔹Am I saying all that needs to be said and offering challenge?

As a RECEIVER of feedback …
🔹How often am I soliciting feedback, especially criticism?
🔹How easy, safe and natural do I make it for the other person?
🔹How well am I modelling positive receipt of any feedback?

How we collectively do feedback reflects much about the health of the culture and team climate. How we collectively do feedback also helps shapes that culture.

What culture of feedback are you helping to create?