 MKS&H strives to obtain critical feedback externally from our clients and internally from our teammates. We do this through a variety of means, ranging from simple surveys to one-on-one conversations. These processes are in support of our goal to continually build better relationships. Seldom in the workplace environment do you find organizations that are open to critical feedback and use it to inspire positive change. In fact, most individuals squirm at the sound of the words and construe the wrong motives behind why they need to give or receive feedback.
This negative frame of mind has its roots in fear. As a leader in the position to give feedback, it is usually the fear of hurting someone’s feelings that makes you uncomfortable providing it. As a recipient of feedback, the fear of not living up to the required or desired expectations floods your mind.
As business leaders, we must challenge the perception of critical feedback and conquer the fear. The boxer’s analogy is the best example that I have found, because it hits upon the necessity of overcoming this fear…no pun intended. It comes from an experience I had when I was working for an innovative consumer products company.
To empower our teams that it was acceptable to provide input, even to C-level management, we met in groups containing a mix of different departments and levels. As I was prepping my thoughts for the conversation in the meeting room, I mulled over finding the simplest way to get my points across. Looking up from my notes, I saw the answer – Vincent Pettway.
To Baltimore natives and boxing fans, Vincent is better known as “The Ambassador” and 1995 IBF Light Middleweight Champion. Vincent (now retired from the ring) was sitting a couple of rows back from where I was presenting. Pettway’s record is an impressive 43-7-1, with 32 KOs. A few minutes into the discussion I called upon him, “Vincent, what happened in those rare moments when you lost?” Vincent stood up and without delay went into his boxing stance. You could see the intensity in his eyes take shape. He then led the group gracefully through the motions that led to his first professional loss. “It was the first time the soles of my shoes where not on the canvas,” he said, “and I didn’t know what happened.”
“Do you think your manager thought twice about hurting your feelings when you came to the corner?”
“Geez, no” he replied, “My manager would tell me what I did wrong all the time. I would listen because it kept me safe and provided me with the advantages to beat my opponent.”
“Excellent,” I said, “So even after you landed a knock-out, you still went back to your manager?”
“Yes, that’s right. All feedback – positive or negative – was helpful to improving my skills. I guess you could say my manager felt responsible to provide as much feedback as possible. Without it, I could not do my job successfully.”
For me the lesson of this conversation is fundamental to overcoming the fear associated with giving and receiving feedback. From the vantage point of the boxer and manager relationship no one would doubt the necessity of providing and accepting critical feedback. Yet, the true measurement of success for a leader is when you start to see your teammates coming to you and asking for it.
|