According to the World Economic Forum, at least a billion people will need to be reskilled over the next decade to deal with technological transformation. Another study found almost half of all employees will need reskilling by 2025. That’s a lot of training, meaning a lot of feedback! As we head into 2024 and beyond, feedback offering skills for Leaders will be even more important.
Here’s a useful self-assessment tool, so you can identify your current skill level:
Actively avoids having feedback conversations.
Feedback is delivered via a third person.
No framework or process.
Fills silences by making vague statements, judgments or repeatedly apologising.
Focuses on themselves.
Shuts the other person down if they try to speak.
Asks zero questions.
Ends the conversation, (if there is one), as quickly as possible.
Avoids the person for the next three weeks, because ‘awkward’.
No follow-up, pretends the conversation never happened.
Typically, does not offer feedback – it is just too risky.
They are not sure where to start, what words to use, or when is a good time.
They avoid feedback conversations whenever possible.
Does not listen.
Unaware of any framework or process.
Fills silences by talking, apologizing or talking about themselves.
Makes the conversation about themselves.
Delivers a speech, with no questions.
No follow-up.
Feels comfortable they have some feedback skills.
Offers feedback in the way in which they like to receive it.
Follows a framework as a guide.
Initiates feedback conversations about half of the time.
Has some listening skills.
Tries to determine the best time and place for the conversation.
Allows for some silences and holds the space for the other person.
Uses a few questions.
May follow up with the person at the next one on one.
Feels confident they have some feedback skills.
Mostly tailors the feedback to the other person’s preferences.
Loosely follows a framework as a guide, but feedback is mostly conversational.
Initiates feedback conversations most of the time.
Has good listening skills.
Mostly skilled at determining the best time and place for the conversation.
Allows for some silence to hold the space for the other person.
Uses questions.
Follows up with the person.
Has the courage to have even the most challenging feedback conversations.
Always tailors the feedback to the other person’s preferences.
Uses a framework as a guide, but feedback is conversational.
Initiates feedback conversations whenever possible.
Has advanced listening skills.
Skilled at determining the best time and place for the conversation.
Allows for silences to hold the space for the other person.
Used advanced questioning skills.
Actively follows up with the other person after the conversation.
In general, in the context of your Leadership, where are you on the Feedback Offering Ladder?
Are you where you want to be?
What would be different in how you think about feedback, for you to move up this ladder if you wanted to?