Trust the Feedback!
We have all heard the term, “Trust the process!” On this topic, it is all about, “Trust the feedback and do something about it!”
As leaders, if you ask your team for feedback, you take on the responsibility to review it, share what was learned and outline the actions that will be taken based on that feedback. That process includes trusting, listening to, and sharing the feedback with the team. This supports a workplace built on trust and a culture where feedback is valued.
A leader who asks for feedback cares about the organization's workforce and the implications and impact of his or her decisions on the team. A leader who asks for feedback but never acts on, shares, or discusses that feedback with the organization is only collecting data for show, not for change. This inability or lack of follow-through by the leader damages the workplace culture. At its very core is the element of trust. When that trust is broken, the workplace culture dies.
A good leader reviews the feedback, thanks the team, and communicates that the feedback collected will eventually lead to changes and improvements. A great leader reviews the feedback, shows the team the results, and asks for their help in driving immediate change to improve conditions and the workplace. A great leader believes there is no time like the present to make improvements the team has collectively shared. Putting off until tomorrow what can be done today speaks to the value a leader places on employees and their feedback.
There are times when a delay to implement major changes within an organization is warranted. That is only appropriate when that delay is tied to a communication detailing to the team the reasons behind the decision so that trust is maintained and accountability has a known timeline. There is never a good reason not to communicate and inform the team about changes, improvements, or delays. The employees, at every level, are part of the organization and having them informed is empowering and allows them a sense of ownership being a part of the decisions being made.
These feelings of empowerment will surface in their feedback when asked. What will also come out is their deep dissatisfaction when a leader is a poor communicator and someone who does not value employee feedback or suggestions. Leaders have choices and making the choice to avoid the elephants in the room speaks to a leader unwilling to not only acknowledge the truth, but they are also avoiding the reality of the workplace their lack of leadership has contributed to or created.
