In a feedback culture, employees feel comfortable asking for and giving feedback on a regular basis. In fact, feedback is necessary within an organization if it really wants to commit to self-directed strong teams. It is an opportunity to develop yourself. And the icing on the cake: in strong teams, shared sustainable results take precedence over personal interest!

A feedback culture provides:

  • Better collaboration

  • Learn faster from your experiences

  • More confidence

  • Pleasant working atmosphere

4 steps to success

  • 1. Trust: Is there room for vulnerability?
  • 2. Balance: The good, the bad and the ugly….
  • 3. Securing: Is the new feedback culture here to stay?
  • 4. Example: Be the change you want to see in the world!
How to create a positive feedback culture
Trust is important in a feedback culture

1. Trust

In well-functioning teams, team members dare to be vulnerable, and this is possible only if there is sufficient trust. Team members know what is going on with each other, easily ask for help, give each other feedback, and are able to learn with, and from, each other in this way. There is no reason to pretend to be bigger than you really are, because team members help each other to become as great as possible together.

Artificial harmony is the main threat to a team. Employees then pretend to get along but do not give each other feedback, while in the coffee corner they gossip about annoying colleagues. This is pernicious for cooperation.

So: make sure all team members dare to share their vulnerabilities with the team. And that they support each other in times of need.

2. Balancing

Being able, allowed and daring to express your own opinion is essential if you want to achieve the very best results with your team. But it can also be uncomfortable at times because negative feedback is also feedback! When there is enough trust, you can have a real conversation with each other about what is really going on and name both the positive and negative things. Because everyone knows that if everything is always top notch, there might be a fire starting among themselves.

So: also leave room for constructive feedback and help team members receive it. You got to take the good with the bad!
Balance is important in a feedback culture
Secure the new culture in your organization

3. Secure feedback culture

Flip the switch: Giving feedback is a daily routine! It’s just part of it. If feedback only happens at set times, such as during a performance review or during a team meeting, it will never really become a regular part of day-to-day operations. Don’t make it a complex matter either, just walk down the hallway, at the end of a meeting or at the coffee corner. Then a critical view is also easier to swallow.

So: Don’t wait for special occasions and just do it!

4. Set a good example

As a manager, everyone expects you to be a vessel of feedback. But it is not easy to do this properly. Every employee wants feedback, but at the same time, no one likes to be criticized. Applying the four Gs makes it easier to give constructive feedback.

So: Follow the same guidelines that apply to the team. Because a good leader belongs to the team, not above it!
Lead by example in a feedback culture

Constructive feedback with the four Gs

Highlight the negative impact of the behavior on the others’ functioning but don’t make it too direct.

So not, “Because of you, I’m delivering bad work,” but, “I notice I can’t concentrate well at work.

Make it less harsh by sharing your feelings and not naming the flat facts.

“I feel that by talking so loudly on the phone you are not taking others into consideration” is more palatable than “Your behavior is irritating.”

Begin by naming the behavior you wish to change.

Do not accuse but merely give your opinion on the behavior you observe. Stick to concrete facts and avoid using generalizing words like “always” and “everywhere.

The purpose of the feedack!

What desired behavior did you like to have in its place?

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