Building a Culture of Feedback
In my first job as a line cook, I rose through the ranks quickly. Working 10 to 12 hours a day, 5 to 6 days a week, I loved the challenge and found the pace exhilarating. But over the course of a year, I also found the work environment to be extremely sexist, unfair, and ultimately unsustainable. There was no forum for providing feedback to the executive chef, nor any opportunity or interest in telling me how I might improve my work.
Without a culture of feedback, once a month or so, after a grueling shift, I would march into the chef’s office (a closet under the stairwell) and threaten to quit. This happened several times over six months. The chef would usually say, “please don’t quit,” and I’d be satisfied for another 30 days. But the last time I threatened to quit, he said, “you know what, you are in here once a month threatening to quit… go.” And just like that, I was out of a job, and the restaurant was down a line cook. Neither of us learned anything about how we could have improved our circumstances. The only lesson I learned was, “if you threaten to quit, you better be ready to leave.”
In an industry where cultivating guest relationships is critical to success, we often forget that developing positive relationships with the people serving those guests is equally, if not more, important.
This latest installment of Resolve Journal looks at why investing in creating a culture of feedback is worth it.
What is a Culture of Feedback?
A culture of feedback goes beyond quarterly performance reviews, which often become a lot of work for managers and fail to provide real opportunities for meaningful exchange. True feedback culture is a two-way street. It’s not just about delivering feedback to make employees better contributors but also about being open to hearing how the company can better support them. This includes removing obstacles, providing tools and resources, and helping employees achieve their professional long-term goals, making them feel valued and supported.
People want to, and should, know how they are doing on an ongoing basis. No one should ever be surprised during a quarterly or mid-year review about their performance. Our most important job as managers and leaders is to give our team members the tools they need to do their jobs effectively, and the most important tool is feedback.
Continuous Feedback or Two Way Communication
You often hear the term "continuous feedback" to describe making regular feedback a part of work culture. However, I prefer the term "two-way communication" because it captures the heart of continuous feedback without implying an unsustainable constant flow. Two-way communication is essential for personal and professional growth. It encourages a culture of continuous improvement, open communication, and collaboration. By making feedback a regular part of everyday interactions—from manager to employee and vice versa—we can create an environment where employees feel safe bringing ideas to the table and identifying opportunities for improvement without fear of retribution.
How to Get Started
Model the behavior: Leaders need to actively seek feedback, be open to criticism themselves, and provide constructive feedback to their teams. This requires actively choosing to be vulnerable.
Find the time: Feedback shouldn’t be reserved for official check-ins or performance evaluations. Share it when it’s relevant and timely.
Get consent: Start by asking, “Can I give you some feedback?” or “Are you open to some feedback on how that went?” The answer might be yes, but not right this minute.
Discomfort is OK: If you’re new to giving or receiving feedback, it might be uncomfortable. You might say, “I want to develop a more robust culture of feedback here, so I’m trying to flex that muscle. I’m also open to any feedback you have for me.”
Don’t be a jerk: Criticism that isn’t meant to be constructive is just plain mean. Don’t say unkind things and hide behind a culture of feedback as your excuse.
Be patient: It takes time to build trust, get buy-in and truly understand the significance of what you’re building.
Why It’s Worth It
Managing conflicts and giving feedback are two sides of the same coin. When done right, feedback can prevent misunderstandings and build stronger relationships. It's not just about pointing out what's wrong but also celebrating what's right and working together to make things better.
“Creating a feedback culture is not only key for your professional growth, but some research finds it is also the most critical driver of positive organizational and financial outcomes”
At EM PATH, I offer coaching and workshops to help leaders and teams understand the importance of feedback culture and how they can implement it in their organizations.
If you’re interested in learning more, please reach out.
Reference: Aijazi, B. (February 2022) “The Importance and Mechanics of Building a Culture of Feedback”, Forbes
