Mike, this is a really insightful look at the complexities of feedback in our current work environment. I'm particularly interested in how these observations translate to fully remote teams. The blog post touches on the challenges of timely and effective feedback, and I'm wondering if you've observed specific nuances when dealing with remote team dynamics. I've found consistency (from the start) plus finding a knack for catching the right moments work best, but honestly the improvements diminish in spite of more effort, like my gym routine lol.
Hi Troy, thanks for the comment. You’re absolutely right, timely and effective feedback is even more complex in fully remote teams. One key aspect that helps bridge the gap is trust. In an office, trust is often built organically through casual interactions, but in a remote setting, it requires deliberate effort.
Consistency, as you mentioned, is crucial but it’s not just about frequency; it’s about ensuring frequent feedback is genuine, constructive, and delivered in a way that fosters growth rather than anxiety. Finding the right moments matters, but so does creating an environment where feedback isn’t just an event, it’s a natural part of daily collaboration.
One nuance I’ve seen with remote teams is the need for even more psychological safety. Without body language and real-time cues, feedback can sometimes feel harsher or be misinterpreted. Encouraging a culture where people feel safe to both give and receive honest input is key.
Thank you again for sharing these thoughts with us. The article spoke to me of the situation where a manager is providing feedback to their reporting staff and is very helpful. I am in interested in how we could apply the above (or perhaps other ways of thinking) in those situations where it's appropriate that staff provide feedback to managers - particularly in contexts where staff could effectively and kindly initiate such feedback. Appreciate any thoughts/advice you may have or materials when could reference to explore further. This is not to inspire insubordination but as managers we can benefit from that feedback but we might have inadvertently kept the door closed for staff to initiate the feedback.
Thank you for the insightful perspective. It’s fascinating how the dynamic shifts when staff take on the role of giving feedback to managers. We often overlook the fact that feedback is a two-way street. Good managers learn from every angle.
We can start by cultivating a safe environment. Short invitations like “If you notice something I’m missing, please let me know” can signal you want feedback. Staff who feel listened to will share openly. Sometimes small gestures, like a regular “manager check-in” where you ask for feedback on your leadership style, can spark new insights.
Many leaders are interested in frameworks like Radical Candor by Kim Scott, because it highlights honesty and empathy in both directions. You might also explore The Fearless Organization by Amy Edmondson or Crucial Conversations by Patterson and colleagues. These resources emphasize trust, clarity, and respect.
Ultimately, giving feedback takes courage, especially when it’s directed upward. You can keep the door open by modeling gratitude for every piece of constructive input you receive.
Mike, this is a really insightful look at the complexities of feedback in our current work environment. I'm particularly interested in how these observations translate to fully remote teams. The blog post touches on the challenges of timely and effective feedback, and I'm wondering if you've observed specific nuances when dealing with remote team dynamics. I've found consistency (from the start) plus finding a knack for catching the right moments work best, but honestly the improvements diminish in spite of more effort, like my gym routine lol.
Hi Troy, thanks for the comment. You’re absolutely right, timely and effective feedback is even more complex in fully remote teams. One key aspect that helps bridge the gap is trust. In an office, trust is often built organically through casual interactions, but in a remote setting, it requires deliberate effort.
Consistency, as you mentioned, is crucial but it’s not just about frequency; it’s about ensuring frequent feedback is genuine, constructive, and delivered in a way that fosters growth rather than anxiety. Finding the right moments matters, but so does creating an environment where feedback isn’t just an event, it’s a natural part of daily collaboration.
One nuance I’ve seen with remote teams is the need for even more psychological safety. Without body language and real-time cues, feedback can sometimes feel harsher or be misinterpreted. Encouraging a culture where people feel safe to both give and receive honest input is key.
Thank you again for sharing these thoughts with us. The article spoke to me of the situation where a manager is providing feedback to their reporting staff and is very helpful. I am in interested in how we could apply the above (or perhaps other ways of thinking) in those situations where it's appropriate that staff provide feedback to managers - particularly in contexts where staff could effectively and kindly initiate such feedback. Appreciate any thoughts/advice you may have or materials when could reference to explore further. This is not to inspire insubordination but as managers we can benefit from that feedback but we might have inadvertently kept the door closed for staff to initiate the feedback.
Thank you for the insightful perspective. It’s fascinating how the dynamic shifts when staff take on the role of giving feedback to managers. We often overlook the fact that feedback is a two-way street. Good managers learn from every angle.
We can start by cultivating a safe environment. Short invitations like “If you notice something I’m missing, please let me know” can signal you want feedback. Staff who feel listened to will share openly. Sometimes small gestures, like a regular “manager check-in” where you ask for feedback on your leadership style, can spark new insights.
Many leaders are interested in frameworks like Radical Candor by Kim Scott, because it highlights honesty and empathy in both directions. You might also explore The Fearless Organization by Amy Edmondson or Crucial Conversations by Patterson and colleagues. These resources emphasize trust, clarity, and respect.
Ultimately, giving feedback takes courage, especially when it’s directed upward. You can keep the door open by modeling gratitude for every piece of constructive input you receive.