Feedback: Is It Better to Give Than Receive
As you return to work after the festive period, hopefully rested and recharged, have you embraced the true spirit of Christmas, where it’s better to give than to receive? In terms of gifts, this seems true. And feedback, often referred to as a “gift,” fits the same philosophy. But is it truly better to give than receive?
One of the core responsibilities of leadership is providing feedback. When done effectively, it improves performance and impacts outputs. However, for feedback to drive meaningful results, it must be timely and well executed. Leaders play a crucial role in creating the conditions for effective feedback, which can be categorised into three key areas:
1.Method – Evaluating the processes and procedures used, how effectively they were applied, and the level of skill and ability demonstrated.
2.Matter – Assessing depth of knowledge, the quality of ideas, and the individual’s capacity to champion those ideas with confidence and competence.
3.Manner – Observing how individuals conduct themselves, their interactions with others, and their overall attitude.
While feedback often focuses on development, it doesn’t always have to be corrective. Often, the most impactful feedback is motivational, reinforcing strengths and encouraging continued excellence. Whether developmental or motivational, effective feedback must be thoughtful, targeted, and meaningful. A simple model to guide impactful feedback is:
In high-performing teams, feedback isn’t just the leader’s responsibility. In such environments, feedback flows omnidirectional, everyone gives and receives it, regardless of hierarchy. It becomes a cultural norm rather than a scheduled event. In these teams, people care deeply about helping others improve, are genuinely curious, and challenge each other constructively to foster understanding, growth, and change.
As a leader, you bring considerable knowledge, skills, and experience to the table. But remember, you’re human. What if you’re wrong? Imagine operating under false assumptions for days, weeks, or even years. The cost of such errors can be significant. Feedback from others provides a valuable opportunity for self-reflection and growth. How we respond to events and feedback reveals a great deal about ourselves.
Taking the time to listen, practice empathy (EQ), build trust, and nurture relationships could be some of the most worthwhile work you do as a leader. A 20–30-minute conversation today might yield disproportionate benefits in future performance, outputs, and profits. This is the essence of leadership.
Feedback truly is a “gift.” As a leader, don’t let ego get in the way. Be generous with your knowledge and experience, align others with your vision, and, most importantly, listen. Challenge your own beliefs. Not to undermine them, but to confirm or refine them. Embrace the inevitability of change and create conditions where learning and adaptation thrive. If you don’t, the opportunities presented by change may pass you by.
Remember, feedback is not just about improving others, it’s also about improving yourself.
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