THE FEEDBACK RECEIVER

Feedback culture, with a strong focus on learning to be a receptive feedback receiver, collaboration, and innovation have become buzzwords many companies proudly advocate. It is fascinating to see how companies, especially incumbents, include these values in their journey to unlock business value.

In the next few paragraphs, I’ll share my perspective on the value of developing the feedback receiver’s soft skills and my angle on how becoming a better feedback receiver can unlock business value.

LET’S START WITH THE PROBLEM, WHY HUMANS FOCUS MORE ON GIVING FEEDBACK

1. Perceived Control: When giving feedback, the “giver” person feels more in control. They guide the conversation, decide what to highlight, deprioritise or dismiss, and suggest improvements. This can create a sense of empowerment, making people more comfortable in this role
2. Avoidance of Vulnerability: On the other hand, receiving feedback involves a degree of vulnerability. It means exposing oneself to potential criticism, facing uncomfortable truths, and acknowledging areas of improvement. Many instinctively avoid this because it can challenge their self-image and require them to confront perceived shortcomings
3. Focus on Skill Development: Organisational training programs and resources typically centre around building feedback-giving skills, such as effective communication, active listening, and empathy. In contrast, less emphasis is placed on developing the ability to receive feedback with an open mind, ask clarifying questions, and integrate insights constructively
4. Misconception of Feedback Culture: A common misconception is that a strong feedback culture is defined by how freely feedback is shared. While sharing feedback is essential, an accurate feedback culture also prioritises how that feedback is received, interpreted, and acted upon. Without this balance, feedback becomes a one-sided exercise that loses much of its intended impact

SHIFTING THE MINDSET: HOW TO BECOME A BETTER RECEPTIVE RECEIVER

In most organisations I worked for, the conversation around feedback focuses primarily on how to give it effectively. Countless articles, training programs, and workshops are dedicated to teaching managers and employees the art of delivering constructive, actionable feedback. While these skills are undoubtedly essential, receiving feedback is an equally critical yet often overlooked aspect of the feedback process.

A culture that overemphasises giving feedback without equipping people to receive it properly can inadvertently create an imbalance, leading to misunderstandings, resistance, and missed growth opportunities.

My experience with feedback culture in both professional and private life has taught me that, as with everything in life, it’s imperative to read the instruction booklet before mastering the practice. In addition, the most essential thing I learned along the way is that the most challenging task is to learn how to be a receptive feedback receiver.

In her brilliant article, Wes Kao fleshes this topic out amazingly. The best part is when she highlights the importance of turning defensiveness into curiosity. Encouraging curiosity helps us grasp the feedback giver’s point of view. With this first step, it will be easier to double-check our understanding, for instance, by repeating what we have got loudly. This scenario enables a more detailed and practical feedback loop.

Just because you feel defensive doesn’t mean you should act on your initial impulses. Instead, assume positive intent. Find out more about what caused the person to say what they said.

Wes Kao

Organisations looking for an ROI of the feedback culture must actively encourage and train employees to become better feedback recipients. Leaders must support their teams by shifting from giving feedback to balancing giving and receiving.

In my case, I found myself encouraging my teammates to ask for feedback, but I rarely checked with them how much they invested in becoming great feedback receivers.

THE HIDDEN VALUE OF BEING A RECEPTIVE FEEDBACK RECEIVER

A feedback culture that enables people to be receptive feedback recipients unlocks benefits often missed when organisations focus solely on giving feedback. Employees skilled at receiving feedback are more adaptable, resilient, and capable of self-improvement.

Here’s why being a receptive feedback receiver is essential:

1. Encourages Authentic Dialogue: When employees are receptive, they signal to their peers and managers that feedback is welcome. This behaviour promotes a culture of honesty and openness and encourages more genuine, ongoing conversations rather than one-sided critiques
2. Builds Stronger Relationships: Receiving feedback gracefully builds trust and respect between colleagues. When team members see that feedback is taken seriously and without defensiveness, they are likelier to share their insights, leading to stronger professional relationships
3. Enables Continuous Learning: feedback is rated as one of the most valuable personal and professional growth tools. Humans who view feedback as a learning opportunity rather than a judgment gain a deeper understanding of their strengths and areas for development
4. Sets a Positive Example: Leaders and managers who model positive feedback-receiving behaviours set the tone for the rest of the organisation. When employees see leaders embracing feedback, it normalises the process and reduces the stigma around receiving constructive criticism

CONCLUSION: ACHIEVING BALANCE IN THE FEEDBACK CULTURE

Focusing too much on giving feedback without developing the capacity to receive it effectively is a pitfall that can undermine the immense potential of a feedback culture. Achieving a balance where giving and receiving feedback are valued and supported is essential to bfeedbacka thriving, high-performing organisation. By cultivating the skills and mindset necessary to be receptive feedback receivers, companies can unlock more profound levels of employee engagement, foster genuine collaboration, and create a culture that thrives on innovation.