In this video, Lisa and Elizabeth share why to ask for feedback while still maintaining your expertise and credibility.
- If you're developing informal leadership it's easy to assume that asking for feedback will undermine your expertise or credibility. That's not true. The best leaders, formal and informal, rely heavily on those around them. So if you have an important project a challenging customer scenario, or an ambitious goal asking for feedback will actually help you excel. But, you don't want to go around asking everyone for generic feedback.
You should be asking your boss and trusted peers. Before we start, let's take a look at how most people ask for feedback. - Oh, and another thing I wanted to ask you about was that Kitech proposal. So, I finished it, do you think you could take a look at it? - Um, yeah I can take a look at it. - Okay, great. I'm hoping to send it out by the end of the week. So. - Okay. - Yeah, I can skim it. Sure. - Great. The other account I wanted to go over with you was the. - Now, that wasn't bad.
Most people don't ask for feedback at all, so we're off to a great start here. But I think this could be a little more specific and action-focused. When you ask for feedback from trusted advisers there are a few key things to keep in mind. First, be specific. Asking, can you give me some feedback on this will seem overwhelming to someone with a lot on their plate. And it will also get you mostly criticism. So instead, ask for specific feedback.
Like, are the objectives clear in the first paragraph? Or, which elements of this project do you think would be most important to senior leadership? This enables people to be helpful instead of merely critical. And, it helps them help you faster. Second, say why. You can't expect people, even your boss, to blindly help you in every situation. Clarifying why you need the feedback, saying something like, making sure that this proposal is clear will help me in my conversations with the customer.
That gives the person you're asking for feedback from a reason to fulfill your request. And third, thank them. Thank them in advance and them after you get the feedback. Even if you don't agree with it. And even if it's their job to give you feedback. If it's appropriate offer to return the favor. Let's take a look at how Elizabeth used these techniques and she gets even better feedback. - Great, so I finished that Kitech proposal and I was hoping you could review the methodology section for me.
- Okay, the methodology specifically? - Yeah, they haven't worked with a CRM system before so I want to be just super clear in what the implementation looks like. - Okay, yeah I've got it. I can take a look at methodology. - Thank you. I'm hoping to send it out by Friday, so maybe you and I can regroup on Thursday? - Yep, happy to do that. - Thank you. And then, the next account is the. - Did you see the difference? The second experience was probably better for the person giving feedback. But it was also better for Elizabeth who was asking for the feedback.
You'll get more specific and actionable feedback when you frame up exactly what you're looking for. It might be intimidating at first, but asking for feedback doesn't undermine your informal leadership. It actually accelerates it.
- Listening mindfully
- Being a mentor
- Inspiring others
- Asking for and giving feedback
- Leading in high-stakes situations
- Learning continuously
- Building trust