The phrase "Feedback is a gift" is a common refrain, suggesting that feedback offers invaluable insights and opportunities for personal and professional growth. While well-intentioned, this sentiment oversimplifies the complexities of human interaction and individual experience. From my experience, feedback is not always a gift.
The problem arises when feedback is treated as inherently true. While feedback may accurately reflect the perspective of the giver, it does not necessarily represent an absolute truth. Rather, feedback is influenced by the perspectives, biases, and experiences of both the giver and the recipient. It serves as a reflection of someone's perception of our actions, behaviours, or work, but it's important to recognise that perception is just one aspect of reality.
What one person perceives as a strength, another may view as a weakness. Similarly, what inspires one person might leave another feeling uninspired. This inherent subjectivity in feedback can lead to confusion, frustration, or resistance on the part of the recipient.
In my role as a coach for senior leaders, navigating feedback, especially within the framework of a 360 review, is a recurring challenge. Many clients receive feedback from employees via anonymous surveys, assessing various facets of their leadership. However, the anonymity of the feedback also has its drawbacks, leading to a lack of accountability among respondents and a tendency to assign blame without self-reflection.
So, how do you tackle this inherent subjectivity in feedback?
Firstly, I believe it's essential to analyse the feedback process itself. Consider whether the feedback is anonymous or public, part of standard company protocol, or personalised and provided on specific occasions or behaviours. If it's part of standard company procedure ensure that respondents have enough time to prepare and comprehend the nuances of the questions asked and their role as respondents.
Secondly, view feedback as data rather than absolute truth. This perspective allows for a more balanced approach, enabling you to conduct a multilayered analysis. Evaluate not only the requested change (always respondent wants you to change something) but also the potential impact of behaviour change against the effort required and the anticipated benefits. Ultimately, embracing feedback as data empowers you to respond more intentionally, considering its implications and weighing potential actions plans and outcomes.
While feedback is often portrayed as a "gift," this framing can create a sense of obligation to accept it without question. Instead, I invite you to approach feedback with a critical eye and treat it, within a broader context, as data!
