Addressing Team Feedback Concerns

At Radical Candor, I often hear the question, "How do I know if my feedback is landing?" The answer is simple but not always easy: Radical Candor is measured not at your mouth, but at the listener’s ear. It’s not about what you said, it’s about how the other person heard it and whether it led to meaningful dialogue and growth. Before you start giving feedback, remember the Radical Candor order of operations: get feedback before you give it. The best way to understand how another person thinks is to ask them directly and reward their candor. Next, give praise that is specific and sincere. This helps remind you what you appreciate about your colleagues, so when you do offer criticism, you can do it in the spirit of being helpful to someone you care about. When giving feedback, start in a neutral place. Don't begin at the outer edge of Challenge Directly, as this might come across as Obnoxious Aggression. Just make sure you're above the line on Care Personally and clear about what you're saying. Pay attention to how the other person responds - are they receptive, defensive, sad, or angry? Their reaction will guide your next steps. If someone becomes sad or angry, this is your cue to move up on the Care Personally dimension. Don't back off your challenge - that leads to Ruinous Empathy. Instead, acknowledge the emotion you're noticing: 'It seems like I've upset you.' Remember that emotions are natural and inevitable at work. Sometimes just giving voice to them helps both people cope better. If someone isn't hearing your feedback or brushing it off, you'll need to move further out on Challenge Directly. This can feel uncomfortable, but remember - clear is kind. You might say, 'I want to make sure I'm being as clear as possible' or 'I don't feel like I'm being clear.' Use 'I' statements and come prepared with specific examples. Most importantly, don't get discouraged if feedback conversations sometimes go sideways. We tend to remember the one time feedback went wrong and forget the nine times it helped someone improve and strengthened our relationship. Focus on optimizing for those nine successes rather than avoiding the one potential difficult conversation. Creating a culture of feedback takes time and practice. Each conversation is an opportunity to get better at both giving and receiving feedback. When you get it right, feedback becomes a powerful tool for building stronger relationships and achieving better results together. What’s one small adjustment you’ve made to give or receive better feedback? I’d love to hear your thoughts!

Getting the right feedback will transform your job as a PM. More scalability, better user engagement, and growth. But most PMs don’t know how to do it right. Here’s the Feedback Engine I’ve used to ship highly engaging products at unicorns & large organizations: — Right feedback can literally transform your product and company. At Apollo, we launched a contact enrichment feature. Feedback showed users loved its accuracy, but... They needed bulk processing. We shipped it and had a 40% increase in user engagement. Here’s how to get it right: — 𝗦𝘁𝗮𝗴𝗲 𝟭: 𝗖𝗼𝗹𝗹𝗲𝗰𝘁 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 Most PMs get this wrong. They collect feedback randomly with no system or strategy. But remember: your output is only as good as your input. And if your input is messy, it will only lead you astray. Here’s how to collect feedback strategically: → Diversify your sources: customer interviews, support tickets, sales calls, social media & community forums, etc. → Be systematic: track feedback across channels consistently. → Close the loop: confirm your understanding with users to avoid misinterpretation. — 𝗦𝘁𝗮𝗴𝗲 𝟮: 𝗔𝗻𝗮𝗹𝘆𝘇𝗲 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 Analyzing feedback is like building the foundation of a skyscraper. If it’s shaky, your decisions will crumble. So don’t rush through it. Dive deep to identify patterns that will guide your actions in the right direction. Here’s how: Aggregate feedback → pull data from all sources into one place. Spot themes → look for recurring pain points, feature requests, or frustrations. Quantify impact → how often does an issue occur? Map risks → classify issues by severity and potential business impact. — 𝗦𝘁𝗮𝗴𝗲 𝟯: 𝗔𝗰𝘁 𝗼𝗻 𝗖𝗵𝗮𝗻𝗴𝗲𝘀 Now comes the exciting part: turning insights into action. Execution here can make or break everything. Do it right, and you’ll ship features users love. Mess it up, and you’ll waste time, effort, and resources. Here’s how to execute effectively: Prioritize ruthlessly → focus on high-impact, low-effort changes first. Assign ownership → make sure every action has a responsible owner. Set validation loops → build mechanisms to test and validate changes. Stay agile → be ready to pivot if feedback reveals new priorities. — 𝗦𝘁𝗮𝗴𝗲 𝟰: 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝗜𝗺𝗽𝗮𝗰𝘁 What can’t be measured, can’t be improved. If your metrics don’t move, something went wrong. Either the feedback was flawed, or your solution didn’t land. Here’s how to measure: → Set KPIs for success, like user engagement, adoption rates, or risk reduction. → Track metrics post-launch to catch issues early. → Iterate quickly and keep on improving on feedback. — In a nutshell... It creates a cycle that drives growth and reduces risk: → Collect feedback strategically. → Analyze it deeply for actionable insights. → Act on it with precision. → Measure its impact and iterate. — P.S. How do you collect and implement feedback?

Feedback can turn an average organization into a powerhouse. 📈  As a Chief Executive, harnessing effective feedback loops is key to driving continual improvement and alignment.  Here’s how to do it: 1. Set Clear Objectives: What are you aiming for? Whether it’s boosting team performance or uplifting product quality, clarity is essential. 2. Cultivate Open Communication: Foster an environment where all voices are heard. Regular meetings or digital platforms can bridge communication gaps. 3. Schedule Regular Check-Ins: One-on-ones and team meetings keep the pulse on progress and challenges, enabling timely realignments. 4. Leverage Surveys: Use surveys or questionnaires to extract valuable insights from employees and stakeholders. This data can highlight areas needing attention. 5. Act on Feedback: Analyzing feedback is just the start; implementing change communicates that feedback is respected and valued. 6. Build a Feedback Culture: Acknowledge and reward constructive feedback. When leaders exemplify its importance, it becomes a norm. 7. Use Technology Wisely: Feedback tools streamline processes, ensuring efficiency and impact. 8. Invest in Training: Equip your team with skills to deliver feedback that’s constructive, not discouraging. Master these steps and watch your organization's culture and performance soar. Ready to dive deeper into any particular step? Let’s discuss! For more posts like this, follow me @ https://lnkd.in/gnrwyZtR

Workplace Culture: When feedback isn't really about performance. 🙄 A troubling pattern I've observed throughout my career is that performance feedback for Black women often focuses more on how we're perceived than what we achieve. "You're too direct", "You come across as a little intimidating", and "You need to be more approachable." These are comments that many Black women have heard in the workplace before. I remember one year when my boss denied my hard-earned pay rise because I had "an attitude," which, of course, I didn't have. As a matter of fact, I was the only "other" there, so I made sure I was seen and barely heard. Data says that Black women are 1.4x more likely to receive feedback about communication style rather than work output compared to white colleagues. This creates a double burden where we must excel at our jobs and constantly manage others' comfort with our presence. This surveillance and tone policing creates significant racial trauma that affects everything from confidence to career progression. Leaders: If you're giving feedback to a Black woman about "style" or "presence," ask yourself: Would I give this same feedback to a white male colleague with similar performance metrics? AA✨ #CareerDevelopment #Feedback #WomensHistoryMonth

Like a medical diagnosis, criticism in the workplace serves to pinpoint problems, inefficiencies, or shortcomings. It highlights areas that require attention, whether in individual performance, team dynamics, or organizational processes. However, criticism that stops at identification, without providing a roadmap for improvement, is incomplete. It can lead to frustration, demotivation, and a sense of aimlessness, akin to a patient knowing their ailment but having no means to cure it. The transition from merely diagnosing to offering a treatment plan in the business context involves providing actionable feedback. This step requires skill, empathy, and a deep understanding of the individual or the situation at hand. Actionable feedback is specific, achievable, and relevant. It not only points out the area of concern but also offers practical steps, resources, or guidance on how to rectify the issue. This approach transforms criticism from a potentially negative interaction into a constructive and empowering one. Incorporating actionable plans into criticism yields multiple benefits. For employees, it provides a clear path to improvement and facilitates growth. For teams, it encourages a culture of continuous improvement, collaboration, and open communication. And for organizations, it leads to improved results and a competitive edge. Implementing this approach is not without its challenges. It requires a culture that values open communication and continuous learning. Leaders and managers must be trained to provide balanced feedback that is both honest and constructive. Additionally, there must be an understanding that the 'treatment plan' might require adjustments and flexibility, as every professional scenario is unique. The takeaways ... [1] When offering criticism, accompany it with a specific, measurable action plan. For instance, if an employee's performance is lacking in a certain area, don't just highlight the problem; provide clear, achievable goals and a timeline for improvement. Offer resources, if needed. [2] Constructive criticism should not be a one-way street. Encourage employees to engage in the feedback process actively. This can be achieved by asking them for their input on potential solutions or improvements. Such an approach not only empowers the employees but also builds a culture of mutual respect and collaborative problem-solving. [3] Criticism and action plans are not a 'set it and forget it' scenario. Regular follow-ups are crucial to ensure that the action plan is being implemented and to assess its effectiveness. [4] Recognizing and acknowledging progress is equally important, as it reinforces positive behavior and outcomes, leading to sustained improvement and development. ✅ Share this to your network ✅ Follow me on LinkedIn for expert insights ★ DM me for a conversation to learn how we can help you grow & succeed #business #people #leadership #management #growth #success #feedback #communication

Last week I led a session on #PerformanceManagement for senior leaders. One of them reached out with the following important question about #PsychologicalSafety in the context of managing underperformance: "Psychological safety is an extremely difficult concept to pin down, especially in a setting where we have to strike a balance between supporting human beings under pressure, while at the same time being accountable for results. I would like to have more guidance on is how one manages the psychological safety element in a situation of underperformance - which often requires (at least partially) withdrawing that safety, to the discomfort of the staff member." Here is my advice to those of you wondering the same thing: In the context of managing underperformance, having psychological safety means feeling that you won't be punished or humiliated for making mistakes or for underperforming. That being said, having a conversation with a supervisor about your performance when you’re not meeting expectations is inherently stressful. It is psychologically difficult for people to focus on where they are coming up short; this undermines their sense of self as a competent person, particularly when they feel that they have been working diligently or when they have been negatively affected by situations beyond their control. While it may not be possible to make a staff member completely comfortable during feedback conversations about underperformance — and indeed, a total lack of discomfort with the status quo may not be optimal for motivating improvement — these conversations are much more likely to achieve their aim of helping the staff member perform at a higher level when the supervisor does the following:   ⋙ Provide Actionable Feedback ⋘ 👉 Give specific, timely, and constructive feedback on performance gaps, not just vague criticisms. 👉 Clearly outline expectations, metrics, and deadlines for improvement. Maintain an empathetic, development-focused tone even as you increase accountability. ⋙ Focus on Development, Not Just Evaluation ⋘ 👉 When addressing underperformance, emphasize how you can support the employee's growth and improvement. Make it clear the goal is to help the employee succeed. 👉 Collaboratively identify obstacles (e.g., by asking questions like, “What is most difficult about this for you?” and “What’s getting in the way?”) and craft a plan to overcome them through coaching, training, or other resources. 👉 Engage the staff member in articulating what help they feel they need and what path forward feels most motivating and productive. This helps to build employee ownership over their plan for improvement rather than thrusting it upon them.

Most managers talk about performance wrong––and their teams suffer for it. That's because they treat all performance convos the same. There are actually two types. They require very different strategies. 1/ Ongoing, regular feedback. ↳ small corrections and discussions that happen every 1-2 weeks ↳ dedicate a few minutes in your 1:1 for these conversations ↳ write down examples and use SBI, keep it free flowing 2/ Difficult conversations. ↳ bigger discussions with opposing views and higher stakes ↳ plan an ad-hoc or regular 1:1 meeting around this conversation ↳ write down your talk track and reach out to your HRBP if you need help Let's use an example: ↳ Telling my teammate Phil that he talked over someone in a meeting would require a short and sweet feedback conversation. ↳ But telling Phil that he's steamrolling over teammates and hurting the team's ability to collaborate might require a difficult conversation. When you fail to differentiate the two, you either: ↳ enter a difficult conversation with zero preparation and BOMB it ↳ fail to give frequent enough feedback, so EVERY convo becomes difficult Pro Tip: If you know what conversation you're planning for, you can maximize your odds for success and minimize "fires". Want some more reading? Check out "Radical Candor" for everyday feedback, and "Crucial Conversations" for navigating difficult conversations! --- Did you like this? Share it with your LinkedIn audience and managers! We're always looking to spread great knowledge and information. ♻️ And follow me (Yen Tan) for more manager development and L&D tips! #management #leadership #hr #peopleops #learninganddevelopment

Imagine you're walking into a meeting room, knowing you're about to discuss the annual performance feedback with one of your team members. Your palms are sweaty, and your heart is racing—not because you're unprepared, but because you're unsure of how the person would take the feedback. Feedback sessions can be nerve-wracking for both the giver and the receiver. But what if someone told you that feedback, when done correctly, could actually be a powerful tool to foster personal growth and team success? People at large often view feedback as a daunting task. The Biggest Myth is the common misconception that feedback is about the individual rather than their behaviours. Many leaders also hesitate to give feedback, fearing that it might hurt feelings or demotivate team members. However, the real issue is typically a lack of preparation. Effective feedback requires observation—increasingly difficult in today's hybrid work environments—data to back up claims and a clear understanding of expectations. Without these elements, feedback sessions can seem unfounded and personal rather than objective and developmental. When I took over team management for the first time in 2008, I was trained to use various methods of giving feedback, including the well-known Sandwich or Hamburger Technique. However, one model that has stayed with me is the Situation-Behaviour-Impact (SBI) model. It helped me focus on specific situations, the behaviours I observe, and the impacts these behaviours have on the team or project. Focusing on instances and outcomes allows feedback to be less about the person and more about their actions within a context, making it easier to digest and act upon. Instead of "You're not collaborating effectively," which is vague and can feel like a personal attack, one can say, "During yesterday's meeting, when you interrupted your colleague, it created tension and disrupted the workflow. Let's explore ways to express your ideas while also encouraging others to share theirs." This not only clarifies the issue but also provides a constructive pathway for improvement. Fostering an environment where feedback is regularly shared is an integral part of the leader's role. Top leaders ensure that feedback is a regular weekly process, not just a quarterly event. This shift in perspective can significantly change how team members perceive and react to feedback. The art of giving feedback is crucial for leadership and team development. Have you or someone in your team struggled to give or receive feedback? How do you incorporate feedback into your daily routine to create a positive impact on your team? If you like this, follow Gopal A Iyer for more. In Pic: A Veg Burger at Cafe Trofima in Mumbai - Inspiration for today's post! :) #Feedback #Annualperformancereviews #LIPostingChallengeIndia

Feedback can motivate or make people shut down. Giving feedback isn't just about pointing out what's wrong. It’s all about helping someone improve, and the way you deliver it is super important! Here's a simple 3P Formula to help you give feedback that inspires instead of deflates: 1️⃣ Personalized: Talk to the person, not just about their work. Try this: instead of saying 'You’re not proactive,' say 'I’ve seen you take initiative before—how can we bring that back?' 2️⃣ Positive Framing: Start with the good stuff. You might say, 'You handled that meeting really well! Next time, you could involve the team more for even better results.' 3️⃣ Progress-Oriented: Focus on growth. Ask, 'How can I support you in improving this?' This way, it’s a team effort, not just finger-pointing. When feedback feels like a conversation, not criticism, people listen, learn, and get better. Try this approach next time and notice the change! It’s amazing what happens when you switch from correcting to collaborating. And remember, when receiving feedback: - Stay open-minded: Try not to take it personally. Feedback is your chance to grow. - Ask questions: Get clear on points and understand the perspective. - Reflect and apply: Think about how you can use the feedback to level up. Leadership is all about learning and evolving. Embrace it and support the growth of those around you. Keep an eye out for more tips on leading with confidence. Let's keep making our voices stronger!