First, I created a simple process for providing team members feedback mid-year so that 1) they could ensure they were on the right track, 2) give them opportunities for growth and 3) ensure there were no year-end surprises. One step was to tell them what they were doing really well, the other was to share with them “opportunities” to be even better. The point being to follow the Enlighted Leadership principles of focusing the energy on what was going right and ensuring we kept that in place and building on that energy by looking at ways to improve. Enlightened Leadership principles and training can be found at http://www.enleadership.com .

Second, I used the same process for receiving evaluation feedback from the individual team members. I accepted their’s anonymously or they could opening give me their feedback. The results were life changing. I would receive encouragement and positive reinforcement for what I was doing well and advice on where I could improve. Sometimes it was a little hard to receive the latter, but nearly everyone who responded did provide sound feedback. Of course, there is an outlier from time-to-time like the sandles guy above.

Best Wishes. G

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Good luck! :)

I think there is a meta action: of at least acknowledging the feedback. Mentioning it later, or say that you thought about it, and even though you didn’t do what they suggested/requested, you appreciated that they told you.

There’s also a big distinction between workplace feedback and feedback from friends that I didn’t make.