Receiving feedback as a leader — why you need it and how to handle it

With ANZAC Day last week, it got me thinking about leaders who have shown tremendous courage.

I know that when I work with leaders, one of the areas that often requires courage is feedback — not only when receiving it, but harnessing it in a way that will transform setbacks into opportunities for personal and team growth.

Organisations who favour a 360-degree feedback process (as opposed to a top-down, managerial review approach) gain a broader perspective of a leaders’ strengths and weaknesses. According to Harvard Business Review, organisations that use 360-degree feedback assessment tools greatly increase the chances of change and improvement. And as leadership effectiveness improves, so too does employee engagement, retention and productivity. That’s how important good leadership is to organisational effectiveness!

As part of our leadership training and coaching at Incredible People, we use a variety of tools and techniques to harness feedback, both for leaders to receive and how to give it constructively to their teams. While there is a plethora of 360-degree assessment tools on the market, using them effectively in conjunction with training and development is crucial to their effectiveness. While some organisations may have the resources to conduct the assessments in-house, it can be a costly exercise and may be more beneficial to engage a leadership coach who has extensive experience in facilitating and leveraging them.

One of our clients, Christopher who is the Assistant Director of Asset Projects at WA Police, recently completed the Incredible People Leadership Catalyst program, which included a 360-degree feedback assessment, a two-day workshop followed by group and one-to-one coaching sessions. For him, the 360-degree feedback was a valuable tool that highlighted both his strengths and areas for improvement.

“It definitely helped me, and I think the team has benefited too in that there is more collaboration happening and sharing of information rather than working in silos,” he said.

“It provided a perspective on myself from my peers, subordinates and superiors and because it’s anonymous, it encourages honesty and gave meaningful insights. Although there wasn’t anything major that surprised me from the feedback, it did give me the opportunity to self-reflect and look to better align my leadership approach to the needs of the team.”

While Christopher acknowledges it can take courage for some leaders to do a 360-degree feedback assessment, he says as a leader you can’t shy away from it.

“For me it was a motivator, it is for the team’s benefit. You can’t grow and increase your leadership capabilities if you want to shy away from feedback.”

It’s important that leaders are given the right support and guidance when receiving feedback so that it is harnessed positively. When I personally conduct 360-degree assessments for my clients, I first need to ensure they have the right mindset. As I said, it takes courage, and for some it means stepping outside their comfort zone. These are the 5 steps I share with leaders when participating in a 360-degree assessment that ensure positive outcomes:

1.     Embrace Feedback with Gratitude: The initial reaction to negative feedback might be defensiveness or discomfort. However, the first step in turning feedback into a constructive force is by showing appreciation. When someone offers feedback, they are engaging in a vulnerable act of communication. Expressing gratitude doesn’t necessarily mean you agree with the feedback, but it acknowledges the effort and thought put into sharing it, which helps maintain a positive atmosphere and encourages a culture of open communication.

2.     Analyse Feedback Objectively: Once feedback is received, the next step is to dissect it constructively. Separate the emotion from the information. Ask yourself:

• What are the specific behaviours or outcomes that the feedback is addressing?

• Is there a recurring theme from past feedback that aligns with this new information?

• How does this feedback align with your personal and organisational goals?

 Sometimes, feedback can be clouded by the giver's emotions or situational factors. If the feedback is unclear, don’t hesitate to gently ask for examples or further clarification to ensure you fully understand the issue. In a 360 feedback situation where the feedback is provided anonymously, this may required you sharing your insights with all participants and asking for their assistance to relate the insights to your past work.

3.     Develop an Actionable Response: Reacting to feedback by merely acknowledging it is not enough, and in fact may lead to people not bothering to provide you with feedback in future. Developing an actionable plan is what differentiates effective leaders. If the feedback is constructive, decide if it points to a need for change and if so, outline specific steps you will take to address the issue. This might involve:

• Setting up training sessions to improve skills.

• Adjusting your communication style or methods.

• Reallocating resources or responsibilities.

Conversely, when the feedback is positive, consider how to reinforce and replicate the praised behaviours or strategies. Positive feedback isn’t just a pat on the back—it’s a clear indicator of what you are doing right and what should continue or be expanded. 

 4.    Communicate Your Plan: Once you’ve formulated a response to the feedback, communicate this back to the person or group who provided it. This demonstrates that their input was valuable and taken seriously. It also shows your commitment to personal growth and organisational improvement – a great characteristic to role model.

If changes are to be made based on the feedback, outline these changes clearly. If you decide not to make changes, respectfully explain your reasoning. This transparency builds trust and shows that you are thoughtful and decisive, even in the face of criticism. 

5. Foster A Feedback-Rich Culture: Leaders set the tone for their teams. By actively seeking out and responding constructively to feedback, you model the behaviour you expect from others. Encourage your team to view feedback not as a formality or a tool for criticism, but as a vital resource for personal and professional growth.

To promote a feedback-rich environment:

• Regularly ask for feedback from peers, supervisors, and subordinates; informally or formally via a 360 degree approach.

• Conduct regular individual and team review sessions where constructive feedback is encouraged, and everyone feels safe to speak openly.

• Celebrate both the giving and receiving of useful feedback.

Handling and harnessing feedback effectively requires emotional intelligence and a mindset that views every piece of feedback as an opportunity for growth.

Remember, the goal of feedback is not to point out faults or merely to applaud successes—it’s to forge a path of continuous improvement and mutual respect within your team. As leaders, embracing this process not only enhances our capabilities but also inspires those we lead to strive for their best.