This week I listened to a great interview with David Rock (CEO and co-founder of the Neuroleadership Institute) on the Brave New Work podcast. David had this to share:
People don't dislike feedback; they just dislike feedback from other people. We crave feedback, [but] feedback from other people creates a status threat.
I get it, but feedback is a hugely important part of developing our skills and making improvements to our own performance and growth. Those learnings and insights shared — especially if we approach it with a self-aware and open mindset — can be hugely valuable to us as product manager and leaders.
So I’m curious, how do you ensure a robust feedback structure in your product practice? What are your go-to resources on this topic?
p.s. If you’re looking for resources on this topic, just out Kim Scott (author of Radical Candor) and Douglas Stone & Sheila Teen (authors of Thanks for the Feedback), and this latest episode from the Brave New Work podcast with Rodney Evans and Aaron Dignan titled Giving our feedback, some feedback on the future of feedback systems. They all offer up tons of great advice on how to tackle these challenging conversations.
Thanks for the podcast recommendations
@scott.baldwin I’ll definitely give those a whirl.
In terms of feedback, there are a few steps I take to create a culture where feedback is a regular part of working and not just seen as something that is given when things go wrong.
Interested to hear how other people operate!
Oh, man. This is my time to shine! (maybe….)
I’m the type that really focuses on nurturing and elevating feedback (especially internally). There are various types of feedback and knowing the right location to put it takes some curation and training. A lot of what
@Parveen Downer mentioned is absolutely relevant; especially the fact that people like providing feedback through the venue or means they’re most comfortable with (and not what you force them into). So here are some of my “go-to” tactics and tools:
Adding some ideas to
@Parveen Downer and @david.morgan are saying, I will say that if you create a culture of:
You will be able to have open channels, an efficient 1:1s, spaces to have retrospectives based on a culture of critisism, and strongs relations between peers, leaders and team.
I didn’t listen to the interview, but I can say there’s an important truth there. It’s especially true in type-a roles like product. I think a lot of us confident types crave validation more than feedback.
Early in my career, I had several crash courses in the public shredding of my ideas. Sometimes the ideas were crap. Sometimes my communication just sucked. And sometimes the critic was just a really mean, insecure leader. I learned a lot by working with and for some socially maladjusted people. I can look back and thank them now, but I don’t have to repeat their methods.
IME, these are the key points of creating a productive feedback culture.
@plainclothes - constantly, using our two ears more than one mouth, and writing things down in particular stand out.