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How to Practice Feedback-Seeking and Take Your Career to the Next Level

There is too much emphasis on giving feedback and too little on seeking it. 

Create a culture where feedback-seeking is expected, habitual, and honored.

3 principles for feedback-seeking:

#1. Establish objectives before seeking feedback.

  1. My intent is to help people bring their best/whole selves to work.
  2. My aim is to improve the way I connect with colleagues.
  3. I’m working to run meetings that have a feeling of positive momentum.
  4. I’m striving to energize people.
  5. My goal is to offer constructive dissent with clarity, openness, and optimism.

Define and declare what you’re trying to accomplish before seeking feedback.

#2. Define why your objectives matter.

What’s important about helping people bring their best/whole selves to work? You’re ready to invite feedback from others after completing steps one and two.

#3. Use specific curiosity to guide feedback-seeking.

Ask, “What am I doing that helps or hinders people from bringing their best selves to work?

Listen for behaviors. For example, You help people bring their best selves to work when you listen to their stories. You hinder people from bringing their whole selves to work when you focus on improving their weaknesses.

Bonus: Take positive feedback to the next level. “How might I be even better?”

7 tips for feedback-seeking:

  1. Don’t ask broad questions like, “How am I doing?”
  2. Don’t be needy when seeking feedback. Seeking feedback isn’t about seeking approval.
  3. Inquire about behaviors.
    • What am I doing that serves others well?
    • What am I doing that serves me well?
    • What am I doing that doesn’t serve others well?
  4. Listen to feedback with an orientation of taking action.
  5. Make commitments to test-drive new behaviors.
  6. Consider the the feedback-giver.
    • What perspectives are reflected in the giver’s feedback?
    • What agenda might the giver have? 
    • How do you respect the giver?
    • How do the values of the giver of feedback align with yours?

How might leaders put more emphasis on seeking feedback?

How might leaders seek feedback effectively?

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