There are productive ways to provide feedback and productive ways to receive it. In talking to many people, I hear the message that they want feedback. Do they? It seems most of the time people like feedback if it is positive. This makes sense: critical feedback can be uncomfortable to hear. While it is never easy getting feedback that is not what we want, the better we learn to handle the information the more likely we are to find a solution and make improvements.
Often, our initial impulse is to deflect. When department managers receive survey results that are not good, it is not unusual for them to blame the person filling out the survey: “Only unhappy people fill these out.” Other times they blame the survey tool. It is interesting that when the survey results are good, few people question the validity and reliability of the tool.
A leader who received results she wasn’t happy with felt the survey tool was invalid. However, she and the staff started changing their behavior. In a few months, the results were excellent. The leader was thrilled, as she should be. She had a nice celebration with her team. As they were celebrating the results, the idea that the survey tool was not valid had disappeared.
Another common statement: “I asked them (the person completing the survey) how everything was, and they said fine. If they were not happy, they should have said so.” In a perfect world that is right. But ask yourself if you have ever received less-than-optimal service at a restaurant, hotel, or other business. When asked how everything was, have you ever said “fine”—even though you were thinking “I will not come back here again”? Why do we do this? It’s easier. Giving feedback that is not positive is uncomfortable.
Here are some good practices to help you lean into feedback:
- Take time to study what questions are being asked. What are they and how can you demonstrate excellence? Include your team. Often front-line people will come up with great ideas.
- When results come back that you don’t like, hit the pause button. Do not react based on emotion. Give yourself time to compose.
- Be specific in your actions and communication around survey items. In an employee engagement survey a question may be, “I am kept informed in matters that affect me.” Make this subject a part of conversations. Ask staff what information is most important to them, and state, “I want to make sure you are informed on things that may impact you.” Then be sure to share these items. It is better to share too much information than not enough.
I own two minor league baseball teams, the Pensacola Blue Wahoos and the Beloit Sky Carp. Minor League Baseball has a comprehensive feedback system. Selected individuals on the visiting team complete a survey after each six-game series. One of the questions is around tunnel cleanliness. A good Minor League leader should make sure the tunnel is clean and regularly ask the visiting team “Is the tunnel clean?” I find people will often say, “I asked the manager how things are, and they said fine.” When asked, “Did you ask them about the cleanliness of the tunnel?” they tend to say no. Be specific.
- Look at the feedback as an opportunity to celebrate progress and success. If a leader utilizes the survey well it provides many ways to recognize improvement.
- View the survey tool as a learning opportunity. At times, what seems evident to one person may not be to others. One of my biggest lessons was around game day start times. A person came to a game because someone they knew was throwing out the ceremonial first pitch. The listed start time of the game was 6:35 p.m. During the game I got a text from the person saying how disappointed they were that they had missed their friend throwing out the first pitch. They had gotten to the stadium at 6:25 p.m. As I read their text my first reaction was not good. I thought, How could the person think the first pitch was the first pitch of the game?After pausing, we made a change. Now we post when the pre-game ceremonies will start, such as 6:10 p.m., and then when the actual game will start. Even feedback that may not make sense at first may lead to an improvement.
- Reach out to those who are not happy. Yes, it would be great if people explain why they gave the response they did, yet some will not. Many times, we do have contact with that individual. Contact them to learn more. Service recovery is vital in creating a high-quality brand.
- Do not skimp on skill building. All staff need to know how the survey works and how to interpret the data. Help them adjust and align their actions to create the best experience for others. The same goes for those in a supervisory role. How can we provide the skill building to create a great place for people to work?
I have found excellent value in feedback systems. The best organizations put solid feedback systems in place, invest in leader and staff development, and provide lots of recognition for superior performance.
When we lean into feedback we didn’t necessarily want to hear, rather than deflecting it, we learn, grow, and keep getting better.
Thank you.
