No manager openly denies the importance of feedback from employees—but do we always make the best use of it? Many of us associate feedback with giving or hearing bad news about errors or problems. We find ways to avoid really hearing what employees say or seeing what their behavior communicates. Here are three negative patterns you can fall into—and ways to avoid them:
• Fighting off feedback. Do you ever rationalize away information that might be contrary to your plans? For example, one manager made changes in his group’s sales commission rates. When he heard nays from two chronic complainers, he discounted their objections as knee-jerk reactions and didn’t bother to poll the rest of the group. He found an excuse to short-circuit the feedback process. Instead: Seek out representative feedback.
• Fleeing from feedback. Do you ever make it impossible to hear from your employees? For example, a second manager announces policy and procedure changes at her staff meetings and always asks for feedback at meeting’s end—but not until the final few minutes as she’s packing up her briefcase. Surprise—few employees bother to make comments. Instead: Give ample time for to employees give detailed feedback.
• Ignoring feedback. Do you ever conveniently forget what employees tell you? Another manager diligently gathers feedback, schedules a time to discuss it, then postpones the discussion and lets the issue drift away, hoping everyone will feel “included.” Instead: Follow up on feedback. Remember that denying the presence of errors and problems is the very best way to perpetuate them.
—Adapted from the Employer-Employee Web site