PART 3 | From Resistance to Growth: Receiving Feedback for Middle Managers
“The only thing better than giving feedback is receiving it” …said no one ever.
Navigating the world of constructive feedback is often seen through the lens of how to “give” it, rather than how to “receive” and embrace it. While mastering the art of delivering constructive feedback is undoubtedly challenging, the act of receiving it can be equally difficult, if not more—particularly when it comes from someone of equal or lower rank.
Why is receiving Feedback uncomfortable?
Studies suggest that 41% of employees have left a job because they felt they weren’t listened to and, in fact, 20% of employees don’t even speak up to share feedback with employers. In most cases, it is known that employees tend to leave their managers, not their companies. This shows how critical it is for feedback to flow openly between employees and their managers.
Adding to this complexity, middle managers frequently find themselves caught in a role conflict. They are torn between the expectations associated with leadership—such as assertiveness—and those of subordination—like deference. They are continually expected to shift gears, moving from providing performance feedback to their direct reports to receiving performance feedback from their superiors.
Feedback conversations can trigger a social threat response in the brain, which perceives the feedback as a danger, preparing you to react. This heightened state of stress can impair cognitive functions, making it challenging to focus on or process the information constructively. Simply put, your brain wants out.
In working with various industries, we noticed that ‘Blockers’ for receiving feedback, such as defensiveness or apathy, can hinder the process of embracing feedback. Feedback can be a valuable tool to help you reach your goals. Like pieces of a puzzle, the more feedback you receive (both positive and constructive), the clearer the picture becomes. If you become defensive or shut down when people try to approach you, you are more likely to miss out on opportunities to improve and excel.
But the big question still persists -
“How do I balance my managerial role and also be open to receiving constructive feedback?”
In the following sections, we will explore how maintaining a growth mindset can be incredibly beneficial for middle managers in embracing constructive feedback and navigating the challenges that come with their unique position.
Welcome and actively seek out constructive feedback.
When your team knows you value their input, you foster a culture of trust and enhance engagement. Proactively asking for feedback demonstrates your commitment without defensiveness. If your team is unsure about your receptiveness to their feedback, they may hesitate to share it and may choose to quietly exit by finding a new job or role. But, when you create a psychologically safe environment to share and receive feedback, you become the manager they want to stay with. Remember: the most powerful thing about feedback is asking for it, especially from direct reports.
Not every action requires immediate reaction.
Approach feedback with an open mind. Strive to remain objective by setting aside any preconceived notions during the feedback conversation. Allow yourself a day or two to fully digest the feedback before considering your understanding of the person and/or the organization and how it may (or may not) apply. It's perfectly acceptable to follow up on the feedback conversation to share your thoughts after you've had time to evaluate all the information.
Integrate feedback into regular interactions, not just special occasions.
Whether your company offers a comprehensive development program for middle managers or very little guidance, it's common for managers to receive insights into discussing performance during mid-year and year-end reviews. However, performance reviews should reflect the feedback employees have received over the previous months, not introduce new information that could have been beneficial earlier. In every 1:1 meeting with direct reports, managers can incorporate giving and receiving feedback into the agenda. After each project, feedback can be part of the debrief. The aim is to make feedback a consistent part of your daily routine, rather than saving it for special occasions.
Once mastered, giving and receiving feedback can unlock and empower the potential of your entire team. Fostering an environment where feedback is given constructively, received openly, and actively sought out enables everyone to fully leverage the opportunities for knowledge-sharing that feedback offers.
At OnLoop, we have a platform where you can receive feedback from the whole spectrum of colleagues, reports and managers. You can also use this platform to request feedback from anyone in your workplace.
To learn more about constructive communication through feedback, read more on our blog here.
Ready to unlock the full potential of your team with OnLoop? Book a meeting with us today and discover how our AI-powered platform can revolutionize your feedback process while fostering a culture of continuous growth!
