More and more we seem to be focusing on the importance of feedback as a vehicle for improvement and growth. We are watching traditional performance reviews in many organizations being replaced with a process of more frequent pro-active feedback conversations, and observing the trend in many leading-edge organizations, especially those where knowledge is their primary asset, turning to more systematic integrated feedback methods to develop and train their people.
However, a recent study in the September Harvard Business Review actually explored the gender gap about the relationship between feedback and self-perception – this very interesting if small study looked into how men and women respond differently to peer feedback. The results suggest that women close the gap between self-perception and peer feedback faster than men, demonstrating greater sensitivity to social cues, while men continue to rationalize (and inflate) their self- image over time.
Read the full article here: the-gender-gap-in-feedback-and-self-perception
So, here’s the thing about feedback: For many of us, we recognize the value of good feedback, but don’t know how to ask for it in the best way. Either we are not sure how to pose the questions or, maybe we see it as a stressful experience and simply avoid it. We might have tried asking a supervisor in the past, “Do you have any feedback?” and typically that doesn’t work - the answer is often no, and you learn nothing. So what to do? An article by Carolyn O’Hara, below, does an outstanding job of examining how to ask for the feedback you need, in a productive and repeatable way.
The Principles:
Do:
Understand the kind of feedback you want, whether it’s coaching, praise, or an evaluation of recent work.
Ask in real time. This will create a more organic feedback loop going forward.
Pose specific questions designed to elicit helpful information and examples.
Don’t
Ask only your boss for feedback. Ask colleagues, junior staff, and clients as well.
Think you have to schedule a formal meeting. You can have brief, informal coaching moments after meetings, in the elevator, and over coffee.
Rely on email when you are on a virtual team. Pick up the phone.
Read the full article here: How-to-get-the-feedback-you-need