In Praise of Unsolicited Feedback
by Robert Hackman
Photograph by Jason Rosewell on Unsplash
When you hear some feedback, keep going, take it higher
From the song ‘Feedback’
By Janet Jackson
A friend, who runs a top-flight manufacturing company, took time to share his responses to some questions I posed at the end of my article entitled ‘You Cannot Microwave the Process.’
I appreciate that he took the time to read the article, formulate his thoughts, and send them to me. I will share them with you today.
I endeavor to write about compelling ideas and innovative ways to apply them in ways that matter. Much of this stems from my work as a leader in companies and now on behalf of them as a consultant, coach, facilitator, and trainer.
I remain continually fascinated by how these concepts play out in the real world and how leaders respond to them. My writing makes a difference only when the leaders reading it change how they think and interact. As Jim Trinka and Les Wallace state, ‘Feedback is a gift. Ideas are the currency of our next success. Let people see you value both feedback and ideas.’
You will find his verbatim email to me below in bold, along with some italicized responses from me. Only the font has been changed to protect the innocent.
I do look forward to your emails – motivating and thought-provoking. I tried to answer some of your questions below – some with tongue in cheek…
Worthy contemplations:
- Do I unknowingly act as if everything is critical? Yes, and of course, to a fault, as it can waste precious time and sometimes makes puts me in micro-manager, which I detest. If so, how is it working for me? At this point, 45 years later, I try to manage myself and better understand how to utilize the personnel around me, using their individual skills, and then train, train, and train again.
I greatly admire his self-awareness, vulnerability, and openness. He acknowledges after 45 years. He continues to work on self-management and better leverage those with whom he works. In my experience honing essential elements provides team members with a context that helps them determine their fit and connect their contributions to the larger whole.
- Have I identified the few critical determinants of success for myself, my team, or my company? Yes, I have… If not, what holds me back? Currently, it is our Management Team – although good for what we currently do – raising the bar and executing at a higher level is a challenge – changes need to be made, and in the current volatile employment market finding the right people…
His affirmative answer to the first question immediately sets him, his team, and the company apart from most competitors. He expresses the familiar experience executives encounter with their teams. What got them here is not necessarily what is needed to move them forward.
- Do I consistently commit to scheduling sacred time to explore, reflect, and evaluate core elements before proceeding? Rarely if ever… What are the opportunity costs for me, my team, my company not making these critical decisions? Probably more than I would admit – never tracked… keeping metrics uncovers a lot of glaring issues, we have become better at attacking problems because of these metrics –
I love his honesty here. I have found this to be true for many executives. In my experience, few activities have a more positive impact, yet many executives struggle to make the shift to incorporate them. It represents new territory that can be uncomfortable and vulnerable.
- To what do I hold myself and others accountable? I hold myself accountable for everything I do or assign – as for others, I hold them accountable for the task given, timing, presentation/delivery, and quality of the job completed, as assigned. Do they represent what is essential? It is part of the job given, with priority, and needs and requirements of the task. How will I know? Mostly out of a calendar follow-up, mostly on their word, and mostly with a lot of trust (and at times holding hands). It is a lot more problematic today, given the job market, the entitlement of the millennials, the worry that you will be too hard on them should they not perform as expected.
I have not found self-accountability to be as common as one might expect from executives. I learned early in my career ‘everything is management’s responsibility.’ A company’s people represent its greatest asset and the fly in the ointment. Retaining the responsibility mindset is a constant challenge that requires vigilant persistence. Drawing from resources outside the company expands possibilities that add essential perspectives to what leaders gain from everyday experiences.
- Do my associates know the vital priorities and how to align themselves and their team members to them? They all know what they have to do for us (Company) to be successful, they all know there is more importance on each and everyone now because the lack of people – everyone must take a step up and we are rewarding in kind… Tough when you have 20-25 year tenured employees tell you they are leaving – holding you hostage for more money – which of course runs against all of the grain and fiber in top management. What are the implications of them not knowing? Loss of customers… loss of profits/margins… worse the loss of a 40-year culture and < 1% turnover year to year is now a delicate balance.
I appreciate feeling like you are being held hostage by your employees. These are extraordinary times. Despite what people sometimes say, all business is personal to some degree. I am glad to hear you actively reward additional contributions. In my experience, sometimes even top management cannot articulate core strategy, values, and purpose, let alone align their priorities and actions with them. Good for you if you have everyone on the same page. Turn-over and how leaders address it impacts culture. A challenging time in which to operate, when everything is so dynamic, and no rules seem to apply.
Robert, thank you for the brain contemplations this AM – caused some brain cramps but still working through my inadequacies!
As always, I appreciate self-deprecating humor.
Please reach out to me with your experience, perspectives, and Feedback regarding what you, your team, or your organization find to be true. I welcome the conversation.
Robert Hackman is the founder and principal of 4C Consulting and Coaching. He provides executive coaching for leadership impact, growth, and development for individuals, teams, and organizations. Committed to Diversity, Equity, and Inclusion, he facilitates trusting environments that promote unusually candid conversations. Rob is also passionate about the power of developing Legacy Mindsets and has conducted over 50 Legacy interviews with people to date.
A serious man with a dry sense of humor who loves absurdity can often be found hiking rocky elevations or making music playlists. His mixes, including Pandemic Playlists and Music About Men, among others, can be found on Spotify.
Bravely bring your curiosity to a conversation with Rob, schedule via voice or text @ 484.800.2203, or rhackman@4cconsulting.net.