Hear that deafening silence?
It's a lack of feedback that runs from the top to the bottom of organizations. And it’s a systemic problem with serious consequences.
Individual Contributors Don’t Get Enough Feedback
Let’s start with the individual contributor (IC).
Just 20% of employees say they receive weekly feedback from their managers. But 50% of managers say they provide weekly feedback.
Why such a big discrepancy?
Madeleine Homan Blanchard, chief coaching architect at Blanchard®, shares this insight: “I know for a fact that many managers think their people can read their minds. This is not a conscious thing, but, in the rough and tumble of the day, people forget they must be explicit about their expectations.
“Leaders think if they give people too much positive feedback, it will go to their heads—they will start thinking too highly of themselves and will be gunning for more money or a promotion. Another issue is managers are skittish about giving developmental or negative feedback because they are afraid of demotivating people and eroding the goodwill in the relationship."
But consider what happens when people don't receive feedback: they feel ignored and unappreciated. Productivity and engagement fall. Quiet quitting increases and retention rates fall.
A quick aside: Managers aren't playing the part of the villain by intentionally not giving feedback. Most forget to do it or are overwhelmed by their work. While these reasons are understandable, they won’t fix the problem. The bottom line is people want more feedback that is meaningful, frequent, fast, and future-oriented. And it’s crucial they get it.
Managers Don’t Get Enough Feedback, Either
Managers also struggle with a lack of feedback.
Some 86% of middle managers say clear and timely communication from senior leaders is vital to their success, yet only 54% say their leaders are providing it. Feedback in this instance is defined as internal communications that enable them to do their job more effectively, a better understanding of the company's vision, and more connection to their department.
Managers are the ones responsible for turning strategic vision into operational action. If only a minority get clear and timely communication, companies are essentially hoping the heart of the house somehow knows what's expected of them.
What can managers do?
Homan Blanchard offers a solution: “Managers should put a stake in the ground and say a significant part of their job is to clarify expectations and give feedback. For example, they can say something like:
‘My job is to help you be as successful in your job as possible. That includes giving you feedback so you aren't wondering what to do or what I think.
‘If you do something exceptional and I don't know about it, bring it to my attention. If you are ever unclear about priorities or choose to focus on one thing instead of another, let me know. If I disagree with your choice, I will let you know.
‘I must give you feedback if I notice you would be more successful doing something differently or if you are doing something that won’t get you the result you need.
‘If I need to say something that I worry might hurt your feelings, I will do my best to prepare you and be sensitive. If I ever give you feedback in a way that makes you not trust me, I request that you tell me so that I can learn and get better.’”
Neither Do Senior Leaders
How about senior leaders?
McKinsey found the following: “As executives become more senior, they are less likely to receive constructive performance and strategic feedback.” The authors suggest senior leaders turn to more junior counterparts for honest feedback. That may work, but power distance and politics may prevent subordinates from being honest.
Who wants to tell a senior vice president they can be toxic at times or they fall in love with their own ideas?
The Bigger Picture
Consider the questions that haunt someone who doesn’t receive enough feedback:
· How does my performance look from above?
· What am I doing well?
· What could I do better?
· What should I start doing differently?
Long-term performance is a casualty in these situations. Frustrations and misunderstandings simmer until they reach a boiling point.
How bad does a lack of feedback get? One fact illustrates the point: ten percent of all attrition is the result of poor feedback or lack of feedback.
Conversely, regular feedback adds up like compound interest. Thoughtful feedback that’s well received by employees results in better performance. This pattern multiplies over time, making individuals and teams more effective, and organizations more successful.
A culture of performance feedback is like a rising tide that lifts all boats. People love being effective and successful. Consider that 84% of employees who received timely feedback said they were engaged in their work.
A Simple Solution
It’s a fact that we imitate what our leaders do—so much so that we copy their body language and accents.
According to Blanchard’s chief product officer Dr. Jay Campbell, “Our research shows a person’s boss has the most influence in their work life. If something is important to the boss, it'll become important to their direct reports. This suggests a simple solution: If senior people thoughtfully role model giving and receiving feedback, it’ll have a better chance of cascading throughout the organization.”
Executives who role model have a ripple effect throughout the organization. They are a living example to others. Their behavior helps instill candor as an organizational value.
We try to emulate this at Blanchard. One of our company values is “Be True: From business decisions to daily interactions, we remain true to our values. Grounded in transparency and directness, we strive to consistently do what’s right by our clients and our people.”
Without frequent and meaningful feedback, people are essentially in the dark. And when enough of them are lost, an organization is destined for a crash.
But now you know a simple solution to light the way.
About the Author
More Content by Doug Glener
