What to do when Feedback isn’t Landing (3 mins)
Welcome to the first installment of "Real Life CEO Problems," where we dive into challenges faced by startup CEOs. In this article, we'll tackle a common theme in my practice: CEOs struggling with unresponsive feedback recipients. While examples are anonymized, they're drawn from real coaching experiences.
The Challenge: Feedback not landing
CEO: "My SVP isn't responding to feedback, despite several discussions. I'm starting to question whether their promotion was premature."
Why might this be happening?
When it comes to a lack of response to feedback, we can explore two scenarios: the recipients either choose not to respond (low will), or they genuinely lack the ability to respond effectively (low skill). This article will focus on the latter – situations where folks are willing but not equipped to incorporate feedback.
Why the disconnect?
Let's explore a few common reasons:
The Mind-Reader problem: Often, vague feedback is the culprit. Imagine telling your SVP, "Increase visibility in the Sales CRM." But what does "visibility" truly entail? It's like asking them to read your mind. Instead, outline the specific actions you expect, such as, "Update deal blockers daily in the CRM for our sales meetings, so I can help you unblock them." Need to gauge specificity? Here are two pointers:
Could a video capture the behavior?
Would you be satisfied if they exhibited the requested behavior?
The "Why Can't My Five-Year-Old Drive?'' Problem: If you ask a five year old to drive, he can’t: he lacks the training, the hand-eye coordination, and he’s not tall enough to see over the wheel. Similarly, if you ask a fresh graduate to do the work of a seasoned VP, they can’t: they lack the required expertise. Ask yourself - or even better, ask them - how you might help them build the capability to do the job.
Do they need training?
Can the task be broken into manageable steps?
Are additional resources necessary?
To facilitate improvement, consider:
The "I Intend To…" Exercise: Ask the feedback recipient to send you an "I intend to…" statement before acting. This prompts them to identify the issue and outline their approach. As you review their intentions, you can offer guidance and adjustments, aiding their skill development.
David Marquet used this strategy to turn his nuclear submarine crew from “worst to first” in the Navy
The “Cheering for Learning to Walk” Exercise: Notice every small positive step your SVP takes, and celebrate it. Do not give any constructive feedback for a few days. This breaks the habit of constantly focusing on the negative.
When my daughter first learned to walk, I cooed and clapped every time she stood up or took a step. At no point did I chastise her for falling down. Apply the same principle to adults, including SVPs! Celebrate each step they take towards improvement, no matter how small, and you’d be surprised at how quickly behaviors shift. Yes, this means more frequently than at annual reviews.
This is a surprisingly hard exercise. Most of us are hard-wired to give constructive feedback. Remind yourself that frequent positive reinforcement boosts morale and encourages change.
TLDR: If your direct report is not responding to feedback and you suspect it’s because of capability (and not willingness): make your feedback specific and behavioral, help them build the ability to do the work, and provide positive reinforcement. By doing this you can help your employee grow into their role through feedback.
I’m curious: What strategies do you use when feedback isn’t landing? Share them below!
Footnotes:
“Connect” by Carole Robin
“Nonviolent Communication” by Marshall Rosenberg
“Turn the Ship Around” by David Marquet
“IPS” by Mochary Method
“Why can’t my five year old drive” by Dan Winter