Feedback is the Lifeblood of Teamwork

Last week, we discussed conversations that we, as leaders, must have by coming out of our offices and speaking with our teammates and colleagues. We must ask questions, ask for ideas and feedback, ask what they are working on and how might we help, and listen to learn.

Very related to the importance of conversations, which let people know we care and want to help them, is feedback, a specific form of conversation.

As we say over and over, we all must strive for continuous improvement, to become better every day.

Let’s face it, we all have strengths and we all have areas in which we could improve. Usually these areas of development opportunity are not new. They often are ingrained habits, often for a great many years.

We want an organization in which everyone, from the receptionist to the CEO, wants to get better, and wants feedback from their colleagues. We want an organization that values timely and honest feedback, with people who recognize what they are doing well and who value specific constructive feedback about what you notice, your thoughts, and how attitudes and behaviors affect you.

Ideally, everyone is willing to share their thoughts and also is receptive to feedback without being defensive.

Is this kind of an environment a pipedream—a utopia that is unrealistic? No. It may be unusual, but it can be developed and maintained. And it would be the ideal organizational culture, with everyone allowing himself or herself to be vulnerable, wanting to be better, and wanting to help one another.

I worked in four organizations: two had this culture; two did not. What a difference. In the two in which we readily offered and welcomed feedback, we felt our jobs were our careers; in the two that lacked feedback, we felt like our jobs were merely jobs. Big difference!

Feedback is not easy at first, and in my opinion it is often more difficult to offer someone constructive feedback than it is to receive it. There is an art to it. It helps to write down ahead of time just what you saw and what you think about it, without judgment of the person, simply the action or behavior you witnessed. Make sure to ask the person’s permission before providing feedback, to assure that it is a good time and the person is receptive.

While too few organizations have this culture now, a single person can change a culture. Sure, it is easier if it comes from the CEO and cascades through the teams.

Please know through, that we can be the change we want to see. Each of us, no matter our role, can make a difference by modeling the attitude and behavior that we want to see. Yes, each of us can be a spark plug to change.

Here are some helpful tips about feedback:

• Ask for feedback from those with whom you work, and ask them if they would like yours
• Feedback is most helpful when it is given and received on a regular basis and is part of the organizational culture of people helping one another
• Be absolutely certain that there is no blame or judgment; simply offer your observations
• Of course, offer positive feedback as well as constructive
• Be specific, not too general and vague, so the person understands and can gain from it

Teamwork is everything in a winning organizational culture, and true teamwork means people helping one another. Timely and honest feedback, offering it and receiving it, is the essence of true teamwork. It requires that we allow ourselves to be vulnerable and that we have the courage and quiet confidence to truly help one another.

Once created, this culture becomes fun, with lots of satisfaction, as we become teammates helping one another. Plus, the overall results of our work will be all the better!