JLBC Learning from feedback


JLBC Learning from feedback

You develop your character as a leader when you seek out and receive feedback. The two-way process of disclosing things about yourself and receiving comments on your performance builds trust. This, in turn, reduces the gap between your public and private faces and increases the authenticity of your leadership.

JLBC Seeking the truth

Once you have learned to both give and receive feedback skillfully and constructively, you will be ready to lead your team into greater self-awareness and higher performance levels. You can ask for feedback (formally or informally) from any of the people you contact daily—members of your team, your superiors, clients, or suppliers.

The following questions are a good starting point for discussion with your appraiser, especially if you ask them to back up their answers with real examples:

• What do you see as my strengths?

• What do you think I am blind to?

• What development areas do you think I should be focusing on?

JLBC In focus


• What should I do less of/more of?

• What potential do you see in me?

Or, if you are using competencies to

set and monitor your targets, try

• the following phrasing:

Which competencies do I consistently

demonstrate? (Enclose a copy of

• your competencies.)

Which competencies do you think?

• I could go on developing further?

JLBC Cadets, what changes do you foresee in the next 12 months, and on which competencies do you think I should be focusing my development?

Ideally, the 360° process should be managed by an objective external coach to ensure high-quality feedback, a balanced viewpoint, and anonymity for those individuals brave enough to give feedback to their boss. However, the review could be done internally if your organizational culture is open and all agree to a no-blame approach.

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