Redefiners
Leadership Lounge: The art of feedback - How to have honest and candid conversations
20 Nov 2024
We share how leaders can master the art of giving and receiving regular, effective feedback—and the benefits when they get it right. As the end of the year draws closer, you’re likely reflecting on your team’s performance—and how to give feedback that helps your leaders develop and improve. But, these types of conversations aren’t always easy to navigate. So, what skills are important to hone when giving feedback? And what are some of the common pitfalls you may encounter when having these honest conversations? But it’s not just about giving feedback. It’s also important that you’re getting the feedback you need to develop. So, how can you encourage honest, upward feedback? And what benefits will you see when you act on it? In this episode of Leadership Lounge, we talk to some of our trusted advisors—Dee Fitzgerald, David Lange, and Silvia Lago—who share their perspectives on: How to give actionable upward feedback What to do when someone disagrees with you during a feedback session The skills required to receive feedback effectively How leaders can create a feedback-rich culture. “If the direct report feels like there's an environment of psychological safety…upward feedback actually becomes something that a direct report will offer regularly and proactively to their leaders.” David Lange, Leadership Advisor, Russell Reynolds Associates. Listen now on Apple, Spotify, and YouTube. Four things you’ll learn from this episode Effective feedback focuses on specific behaviors, not personality. Frame feedback constructively to enable growth and development, avoiding subjective or contradictory comments. Creating a culture of psychological safety is essential for encouraging honest, upward feedback, which requires leaders to actively solicit input at all levels. It’s important to hone key skills, including actively listening to feedback, asking clarifying questions, and approaching it as a collaborative dialogue, rather than defensively. Integrating feedback into regular interactions, rather than relying on annual reviews, and seeking diverse perspectives through mentors or team debriefs, helps leaders continuously grow and innovate. In this 17 minute episode, we will cover: (1:32) How leaders can frame their feedback to ensure it’s delivered effectively. (3:09) Why it’s critical feedback is a two-way conversation. (5:06) What’s at the root of all effective upward feedback. (7:18) The two key ways CEOs can generate constructive, unfiltered feedback. (9:53) Why nothing should come as a surprise at an end-of-year review. (10:33) Why active listening is such an important trait for leaders receiving feedback. A closer look at the research from this episode: Walk the Talk: Inclusive Leadership Development Moves the Needle On DE&I | Russell Reynolds Associates Listen now on Apple, Spotify, and YouTube.
Full Episode
Welcome to the Leadership Lounge, a place to kick back and listen as our experts dissect some of the biggest questions leaders face today. I'm Emma Coombe, Leadership Advisor in our London office. Today, we're talking about how you can master the art of giving and receiving regular, effective feedback.
As we approach the end of the year, no doubt many of you, like me, are getting lots of inbound requests for feedbacks and contributions to year end appraisals. You're likely reflecting on your team's performance and how you can give feedback that will help your leaders develop and improve. These types of conversations aren't easy to navigate.
So what skills are important to hone when giving feedback? And what are some of the common pitfalls you may encounter while having these conversations? But it's not just about giving feedback. You also need to make sure you as a leader are getting the feedback you need to develop. How do you encourage honest, upward feedback? And what are the benefits when you act on this?
Before we dive in, remember to share any burning questions you want our experts to answer by emailing redefineus at russellreynolds.com. We look forward to hearing from you. And if you enjoy listening to our episodes, leave us a five-star review on Apple or Spotify. So let's dive into the topic.
First up, we'd like to welcome Dee Fitzgerald, Leadership Advisor in Russell Reynolds Associate Sydney office into the conversation. Dee, welcome to the Leadership Lounge. Hello, Emma. Delighted to be here. Thanks for inviting me. So Dee, it's important that leaders enter into feedback conversations prepared. How can leaders frame their feedback to ensure it's delivered effectively?
I think the most critical skill for leaders giving feedback is framing the feedback around behavior rather than personality. For example, instead of saying you're such a live wire in that meeting, which refers to the personality trait extroversion, try saying, in the meeting, I noticed that you dominated the conversation, which led to Sam and Chris not sharing their insights.
This focuses on specific actions rather than making judgments about someone's character. It also reduces the likelihood of bias. Since research shows women often receive more personality-driven or subjective feedback than men, which can hinder their ability to make change and get ahead.
By way of example, a female leader I know told me she received feedback that she was too soft and too hard in the very same day.
I think often leaders give feedback focused on the personality trait instead of the specific action because it is less direct. It's easier to deliver. But of course, something focused on a broad personality trait is not specific and it's very hard as an individual to know how to respond to it.
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