How to ask your team members for feedback: A manager's guide.

As a manager, you're used to giving feedback. But how often do you ask for it? Seeking feedback from your team isn't just good practice—it's essential for your growth and the health of your organization. According to Qualtrics's research across millions of employees, answers to the question "How frequently does your manager solicit feedback from you?" were the most strongly correlated of all their survey questions with overall manager effectiveness. Let's talk about how you can master this crucial skill.

Why asking for feedback matters

The Qualtrics research underscores the critical role of seeking feedback in effective management. When managers regularly ask for input from their team members, it not only improves their own performance but also fosters a culture of mutual growth. By actively seeking feedback, you're not just improving yourself—you're modeling the behavior you want to see in your team.

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The 5 A's of asking for feedback

Asking for feedback can definitely feel awkward, especially if you're not used to it. Here are the 5 A's to make it easier:

1. Approach: Create psychological safety by making it clear that you genuinely want honest feedback and that there won't be negative consequences for giving it.
2. Ask specifically: Instead of a vague "How am I doing?", try "What's one thing I could do to improve our weekly meetings?"
3. Alternatives: Remember, "feedback" can be a loaded term that people are afraid of giving, particularly to their manager. Instead, try asking for ideas, opinions, or guidance. Everyone's got an opinion!
4. Actively listen: When you receive feedback, resist the urge to defend yourself. Listen, thank them, and reflect.
5. Act regularly: Don't wait for annual reviews. Make feedback a regular part of your one-on-ones and team meetings.

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Dive deeper with the SBI model

When you receive feedback, it's crucial to understand the context fully. The Situation-Behavior-Impact (SBI) model can help! This model is most often used when giving others feedback. If used creatively, however, it can help us assess our own performance. Here's how:

• ‍Situation: Ask for specific details about when and where the behavior occurred.
• ‍Behavior: Get clarity on exactly what you did or said.
• ‍Impact: Understand how your behavior affected the person or team.

For example, if a team member says you sometimes come across as dismissive, you might ask:

"Can you please tell me about a specific time when this happened?" (Situation) "What exactly did I say or do that came across as dismissive?" (Behavior) "How did that make you feel, and how did it affect your work?" (Impact)

When using the SBI model like this, you'll be actively participating in a dialogue that can lead you to deeper understanding and more meaningful change.

Make asking a habit

Asking for feedback shouldn't be a one-time event. Make it part of your routine:

• Add it to your one-on-one agenda
• Include a feedback round in team meetings
• Send out anonymous surveys periodically (a task Pinnacle easily takes care of for leaders)

Remember, the goal isn't just to collect feedback—it's to act on it. Show your team that their input matters by making visible changes based on what you hear.

Andy Grove's feedback approach

Andy Grove, the legendary CEO of Intel, had some insightful questions for soliciting feedback:

1. What do you think I should know about how the organization is functioning?
2. If you were me, what would you change?
3. What are the biggest obstacles you face in your role?
4. How could I better support you in overcoming these challenges?

These questions can help you gain valuable insights into your team's perspective and identify areas for improvement.

Leveraging Pascal for better feedback practices

If you're looking to level up your feedback game, consider using our AI Executive Coach, Pascal. He can help you plan and refine your approach to soliciting feedback from your team members.

Here's how:

• ‍Clarifying your feedback goals: Pascal can help you define what specific areas you want feedback on, aligning these with your broader leadership goals. ‍
• Preparing for feedback conversations: Use Pascal to role-play difficult conversations, helping you anticipate potential reactions and prepare thoughtful responses. ‍
• Developing tailored questions: Pascal can help you craft more specific, open-ended questions that encourage honest and constructive feedback from your team.‍
• Analyzing feedback patterns: After collecting feedback, Pascal can identify trends and patterns, offering insights you might have missed. ‍
• Creating action plans: Based on the feedback received, Pascal can guide you in developing concrete action plans for improvement. This is key if you want to model continuous improvement to your team members.

By integrating AI-powered coaching with your feedback practices, instead of just collecting information, you'll be creating a comprehensive system for continuous improvement and growth. How awesome is that?

Wrapping up

Asking for feedback isn't always comfortable, but it's a powerful tool for growth. By creating a culture where feedback flows freely, you're not just improving yourself—you're building a stronger, more resilient team. So go ahead, ask that question you've been nervous about. Your team (and your future self) will thank you for it! And remember, with Pascal in your corner, you'll never be alone in your journey to become a better leader through feedback.

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