Workforce
The art of giving feedback
Seven steps to giving better , more impactful feedback .
BY HAMISH THOMSON
Let ’ s face it . There has been way too much written and verbalised on this topic . Like a piece of creative , everyone has a view on how to give feedback , particularly within the classical world of FMCG . What follows is hopefully a different take . Counterintuitive solutions that are based on experience , insight and mistakes . Many mistakes . Disagreement is okay , but openness should be mandatory .
Stop needing to be right No one likes someone who is right every single time , Those who must win every single debate , dialogue or discussion on every single occasion . In their mind , there is always a winner and a loser . In the packaged goods world , these are the worst type of leaders and they provide the worst type of feedback . They value their own opinions ahead of others , are self-important , lack confidence and , unacceptably , they limit transformation by curbing thought diversity . Individuals who work for them are resigned to inertia . They don ’ t challenge or question , and why should they ? They know they will lose .
I used to be that type of leader and it does not make me proud . When giving direction to others , concede , compromise , and unlock potential by stepping back . It is what exceptional leaders do .
The 98 per cent rule In most organisations you get a lot of feedback . Too much , in fact . Different sources , varying levels and complex methodologies . Unless delivered exceptionally well , it can be overwhelming for recipients . They start to fundamentally change who they are , versus refining to become who they really want to be .
My counsel to receivers : ignore 98 per cent of what is being said . Listen and stay curious , yet only absorb the 2 per cent that truly resonates with you . As a result , refine your behaviours but , critically , don ’ t change who you are . Maybe worth considering this type of brevity for when you deliver messages to others ?
You don ’ t need to lose to learn , but it sure helps Although every learning experience has its advantages , without doubt the biggest lessons come as a result of failure or adversity . When things go against plan , we think , we analyse , and we scrutinise to unimaginable levels . Negativity bias ensures we remember painful events more than positive ones , so ensure you leverage this fully when giving feedback .
Encouraging others to be 100 per cent transparent and vulnerable about their mistakes is part of the process . Resist the urge to give them the answers and let them discover for themselves the true context and insight behind their failing . This is the hallmark of exceptional FMCG leaders .
Embrace emotion The best feedback encompasses two domains : high fact and high emotion . We are trained to ignore the latter . Please do not . When you show authentic emotion , it shows you care . About what you say and about the person you are saying it to . It provides clarity as to why it matters , and it is your best chance of igniting behavioural change in others .
Under no circumstances use emotion without fact . This helps no one .
Don ’ t confuse motion for impact As a former CEO , I love this concept . Feedback givers , please take note ! There is nothing worse than insight that remains dormant . Leaders detest it and results-oriented organisations despise it . When delivering feedback of importance , demand action and never settle for inertia .
Bypass organisational hierarchy In my experience , the best feedback comes not from your bosses or direct reports . It comes from any level within an organisation that genuinely cares about you and emphatically cares about the corporation . An egalitarian environment where everyone ’ s opinion counts is the hallmark of an outstanding business .
If you have a message of importance , start with a mindset of “ What would I do if I weren ’ t afraid ?” Bypass the typical FMCG spans and layers of control and deliver it directly to the individual concerned . Do it respectfully and know that the impact will be profound .
Honour , respect , hope I was told this from an early age . When you deliver crucial messages to teams or individuals , be clever about it . You honour the past ( too often this is bypassed by new managers and leaders ), you respect the present ( acknowledging the challenges and realities of today ) and importantly , you provide hope for the future ( inspirational messages of ambition and future possibility ). It is a format that allows crucial conversations to happen . Pragmatic , authentic and productive . Like many , my expectations for corporate leaders and management feedback are longer than those listed above . They are demanding , challenging and , I believe , stretching . Importantly , they are considerably shorter than those that I set for myself . I hope this never changes .
HAMISH THOMSON , author of It ’ s Not Always Right to be Right , is a former regional president and global brand head for Mars Incorporated . Based in Sydney , he is a strategic consultant and non-executive director of OzHelp Foundation . Visit www . hamishrthomson . com