The Hidden Power in Feedback: A look at the feedback scenerio

The Hidden Power in Feedback: A look at the feedback scenerio

As human beings, we all have a desire to belong to something greater and to feel valued in that “something”. Abraham Maslow had the right idea when he placed belonging / love in the middle of his hierarchy of needs. There is a subtle power in making people feel like they are a part of something great and creating a safe space for their development. As leaders, it is important to understand that you cannot please everyone but you do still have an obligation. The obligation is to set the standard and create the culture. It should be a culture where thoughts, ideas and concerns are considered. More importantly, these elements should be heavily considered and executed on some level.

The Feedback Scenerio

            The biggest gripe I have ever heard in an organization is “they don’t listen to us” or “they don’t care about us”. These two phrases are typically the catalyst for civil war or the beginning of the end. In the best offset, organizations will then solicit feedback. The solicitation of feedback can be your best ally depending on your intention. Often times, organizations solicit feedback as a silencer or just to “shut up the masses”. They have no intent on actually executing any of the doable suggestions because they already have their own set agenda. In this case, feedback is a just a formality and it won’t lead to any real change. There is a certain level of empowerment that comes with being asked for your feedback and the acknowledgment of that feedback. The “silencer” scenario is the most dangerous and can literally lead to the downfall of your organization. I can assure you there is nothing more dangerous than the creation of a deprived faction.

The key in a feedback situation is to:  Actually listen (not just hear), plan to execute and acknowledge. First, organizational leadership has to actually listen and engage in a feedback scenario and that may lead to some harsh realities. Remember your followers see and experience things on a different level. As a result, leadership has to be receptive and open to possible criticism as well as praise. Next, plan to actually execute the “good” or “possible” suggestions. Often times, your follows don’t care which suggestion you take. They just want to see some level of change based off their ideas and suggestions. Lastly, acknowledge where the feedback came from and how it helped initiate some type of change. Organizations will be amazed at how fast the feedback process can change the morale and rejuvenate your follows. It is one of the fastest and least expensive ways to redirect a failing organization.