Feedback: The Secret Weapon for Leadership Growth

Over the past two days, we’ve explored Marshall Goldsmith’s insights from “What Got You Here Won’t Get You There,” examining how certain behaviors can inadvertently hinder a city manager’s effectiveness. Today, we’re tackling a crucial aspect of leadership growth: soliciting and acting on feedback.

As city managers, you’re accustomed to giving feedback. But how often do you actively seek it out? And when you receive it, how do you use it to drive meaningful change?

The Feedback Challenge in Municipal Leadership

In the political world of city management, feedback can be particularly challenging. You’re answerable to multiple stakeholders – elected officials, department heads, community members – each with their own expectations and perspectives. Moreover, your position of authority can sometimes make others hesitant to offer honest feedback.

Yet, it’s precisely this multi-faceted role that makes feedback so valuable. Let’s explore how you can harness its power to elevate your leadership.

Goldsmith’s Feedforward Approach

Goldsmith introduces an innovative concept called “feedforward.” Unlike feedback, which focuses on past behaviors, feedforward is future-oriented. Here’s how you can apply it in your role:

1. Select a behavior you want to improve: For example, “I want to be a better listener in council meetings.”
2. Ask for suggestions: Approach council members, department heads, or trusted colleagues. Instead of asking for feedback on past performance, ask, “What can I do to be a better listener in future meetings?”
3. Listen without judgment: Your only response should be “Thank you.” No defending, explaining, or critiquing the suggestions.
4. Reflect and act: Consider which suggestions resonate most and create an action plan to implement them.

This approach sidesteps the defensiveness often associated with feedback and focuses on positive, future change.

Creating a Culture of Feedback

As a city manager, you have the power to shape your organization’s culture. Here are strategies to foster an environment where feedback flows freely:

1. Model openness: Regularly ask for feedback on your performance. This sets the tone for the entire organization.
2. Implement 360-degree reviews: This comprehensive approach gathers input from superiors, peers, and subordinates, providing a well-rounded view of your leadership.
3. Create safe spaces: Establish anonymous feedback channels or regular “listening sessions” where team members can share thoughts without fear of repercussion.
4. Act on feedback visibly: When you receive valuable feedback, implement changes and communicate them. This shows that you take input seriously.

Overcoming Feedback Barriers

Despite best intentions, you might encounter resistance to feedback – both in giving and receiving. Here’s how to address common barriers:

1. Fear of retaliation: Assure your team that honest, constructive feedback is valued and will not be met with negative consequences.
2. Lack of trust: Build relationships based on authenticity and follow-through. When people trust you, they’re more likely to offer honest feedback.
3. Feedback fatigue: Don’t overdo it. Structure your feedback-seeking to be meaningful and manageable.
4. Defensiveness: Practice active listening and resist the urge to explain or justify. Remember, the goal is growth, not proving yourself right.

The Role of Executive Coaching

An executive coach can be invaluable in this process. They can:

• Provide a safe space to process feedback
• Offer objective insights on your blind spots
• Help you develop strategies to act on feedback effectively
• Hold you accountable for implementing changes

Your Leadership Evolution

Remember, seeking and acting on feedback isn’t a sign of weakness – it’s a hallmark of great leadership. It demonstrates humility, a commitment to growth, and respect for others’ perspectives. These qualities are especially crucial in the collaborative environment of municipal governance.

Your Turn

What’s your experience with feedback in your role as a city manager? Have you tried Goldsmith’s feedforward approach? Share your thoughts or a success story in the comments on my LinkedIn page.

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Tomorrow, we’ll explore strategies for continuous improvement in your leadership approach. Stay tuned!

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Seth Winterhalter is President of HaltingWinter Municipal Solutions, dedicated to making stronger cities through stronger leaders. Through executive coaching, consulting, and the Municipal Leadership Development Circle (MLDC), HaltingWinter helps city managers and municipal leaders transform their leadership impact and their organizational culture.