The atmosphere of #feedback

Photo by NASA

I got to teach a few classes about feedback and have always been fascinated with the subject and its personal as well as organizational consequences. I rarely encounter anything that truly makes me rethink my understanding of the concept. A few posts in the last few days have made do just that.

First, Bret L. Simmons, one of the best writers on organizational issues I have been following lately discussed the importance of trust in the feedback interchange because of the interpersonal risk involved:

I always seek feedback from the person that invited me to speak, but other than that, if Gary, Kathy, or another trusted friend did not attend my talk, I don’t ask anyone else what they thought about my presentation. It’s risky to tell people the truth about their performance; therefore, I won’t ask anyone that does not know me well enough to trust me to take that risk.

Next, Auren Hoffman from Summation blog wrote about how people are too afraid of rejection.

I would guess that people who take rejection well make much better employees.  They can take the appropriate level of risk and still feel good about themselves.  When interviewing, test this trait.

Finally, Peter Bregman writes about the pointlessness of arguing:

And that’s when it hit me: arguing was a waste of my time.

Not just in that situation with that police officer. I’m talking about arguing with anyone, anywhere, any time. It’s a guaranteed losing move.

Think about it. You and someone have an opposing view and you argue. You pretend to listen to what she’s saying but what you’re really doing is thinking about the weakness in her argument so you can disprove it. Or perhaps, if she’s debunked a previous point, you’re thinking of new counter-arguments. Or, maybe, you’ve made it personal: it’s not just her argument that’s the problem. It’s her. And everyone who agrees with her.

When I teach feedback workshops I always talk about the importance of creating a shared purpose and atmosphere of trust in the beginning of the interaction (and sometimes, when things go astray, in the middle). After I read these posts and thought about it I realized I was not sure I have ever really stressed the importance of this point enough. Because I am not sure I really understood it to this level.

All of these wonderful thinkers point out to this exact issue. How hard it is to actually be in a state of learning and acceptance to other people. How important it is to create an atmosphere of trust between two people before you actually try to engage in the shared learning that is feedback.

And I ask you this – how are you going to make sure next time you are giving feedback that the two of you are actually in a place that will enable you to productively engage in mutual understanding and growth?