Solicit Feedback from Your Team - Gracefully
Sarah Auer, MPH, CHES® (she/her/hers)
Program Analyst II
[signature_931968460]<http://www.cste.org/>
Council of State and Territorial Epidemiologists
“Using the power of epidemiology to improve the public’s health”
Become a Member<https://www.cste.org/general/custom.asp?page=WhyJoin> • Facebook<https://www.facebook.com/CSTE.org> • Twitter<https://twitter.com/CSTEnews> • Instagram<https://www.instagram.com/cstenews/>
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From: Jessica Arrazola <jarrazola@cste.org>
Sent: Thursday, November 10, 2022 4:39 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Thursday, November 10, 2022 4:39:00 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
Solicit Feedback from Your Team—Gracefully. As a manager, it’s not enough to give feedback to your direct reports. It’s also part of your job to solicit feedback from them. Still, it can be awkward to ask your employees to evaluate you. Here’s how to do it gracefully. Start by telling your direct report that you’re not only open to feedback, but that you want it. Explain to them that by giving you feedback, they’ll be helping you meet your goal of improving as a leader. Next, diffuse any fear of retaliation by demonstrating humility and honesty. Try saying something like, “I know that it can feel uncomfortable to give feedback to your boss. I have the same hesitation when my boss asks me for feedback. Let me reassure you that I see your willingness to give me helpful feedback—even if it’s negative—as one of your professional assets.” Demonstrate self-awareness by giving yourself constructive feedback first, which can mitigate their fear of offending you or hurting your feelings. For example, you might say, “Others have shared with me that I can be slow and methodical in my work, often prioritizing accuracy over action.” Finally, tell your direct report what you plan to do with the feedback they give you. Laying out a plan of action will help them trust that you want to implement their input.
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=hba829aa7,171d8da7,171d8da9&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=qaIb6EOiRTydrIbH5wBULSfqlMrPAl1f5X9GepNugBM>
Today’s Tip
Solicit Feedback from Your Team—Gracefully
As a manager, it’s not enough to give feedback to your direct reports. It’s also part of your job to solicit feedback from them. Still, it can be awkward to ask your employees to evaluate you. Here’s how to do it gracefully. Start by telling your direct report that you’re not only open to feedback, but that you want it. Explain to them that by giving you feedback, they’ll be helping you meet your goal of improving as a leader. Next, diffuse any fear of retaliation by demonstrating humility and honesty. Try saying something like, “I know that it can feel uncomfortable to give feedback to your boss. I have the same hesitation when my boss asks me for feedback. Let me reassure you that I see your willingness to give me helpful feedback—even if it’s negative—as one of your professional assets.” Demonstrate self-awareness by giving yourself constructive feedback first, which can mitigate their fear of offending you or hurting your feelings. For example, you might say, “Others have shared with me that I can be slow and methodical in my work, often prioritizing accuracy over action.” Finally, tell your direct report what you plan to do with the feedback they give you. Laying out a plan of action will help them trust that you want to implement their input.
This tip is adapted from “How to Encourage Your Team to Give You Honest Feedback<https://hbr.org/2022/10/how-to-encourage-your-team-to-give-you-honest-feedback?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Deborah Grayson Riegel
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by Dina Denham Smith and Alicia A. Grandey
Many organizations fail to adequately prepare leaders for—or support them in—this critical part of the job.
Read now <https://hbr.org/2022/11/the-emotional-labor-of-being-a-leader?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
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Harvard Business Publishing
20 Guest St, Suite 700
Brighton, MA 02135
Program Analyst II
[signature_931968460]<http://www.cste.org/>
Council of State and Territorial Epidemiologists
“Using the power of epidemiology to improve the public’s health”
Become a Member<https://www.cste.org/general/custom.asp?page=WhyJoin> • Facebook<https://www.facebook.com/CSTE.org> • Twitter<https://twitter.com/CSTEnews> • Instagram<https://www.instagram.com/cstenews/>
2635 Century Parkway NE, Suite 700, Atlanta, GA 30345
Tel: 770.458.3811 | Fax: 770.458.8516 | www.cste.org<http://www.cste.org/>
We are hiring! Please visit our Career Center<https://workforcenow.adp.com/mascsr/default/mdf/recruitment/recruitment.html?cid=e81ae9c7-e644-4610-b6d3-397907be3551&ccId=19000101_000001&lang=en_US> to apply.
From: Jessica Arrazola <jarrazola@cste.org>
Sent: Thursday, November 10, 2022 4:39 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Thursday, November 10, 2022 4:39:00 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
Solicit Feedback from Your Team—Gracefully. As a manager, it’s not enough to give feedback to your direct reports. It’s also part of your job to solicit feedback from them. Still, it can be awkward to ask your employees to evaluate you. Here’s how to do it gracefully. Start by telling your direct report that you’re not only open to feedback, but that you want it. Explain to them that by giving you feedback, they’ll be helping you meet your goal of improving as a leader. Next, diffuse any fear of retaliation by demonstrating humility and honesty. Try saying something like, “I know that it can feel uncomfortable to give feedback to your boss. I have the same hesitation when my boss asks me for feedback. Let me reassure you that I see your willingness to give me helpful feedback—even if it’s negative—as one of your professional assets.” Demonstrate self-awareness by giving yourself constructive feedback first, which can mitigate their fear of offending you or hurting your feelings. For example, you might say, “Others have shared with me that I can be slow and methodical in my work, often prioritizing accuracy over action.” Finally, tell your direct report what you plan to do with the feedback they give you. Laying out a plan of action will help them trust that you want to implement their input.
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=hba829aa7,171d8da7,171d8da9&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=qaIb6EOiRTydrIbH5wBULSfqlMrPAl1f5X9GepNugBM>
Today’s Tip
Solicit Feedback from Your Team—Gracefully
As a manager, it’s not enough to give feedback to your direct reports. It’s also part of your job to solicit feedback from them. Still, it can be awkward to ask your employees to evaluate you. Here’s how to do it gracefully. Start by telling your direct report that you’re not only open to feedback, but that you want it. Explain to them that by giving you feedback, they’ll be helping you meet your goal of improving as a leader. Next, diffuse any fear of retaliation by demonstrating humility and honesty. Try saying something like, “I know that it can feel uncomfortable to give feedback to your boss. I have the same hesitation when my boss asks me for feedback. Let me reassure you that I see your willingness to give me helpful feedback—even if it’s negative—as one of your professional assets.” Demonstrate self-awareness by giving yourself constructive feedback first, which can mitigate their fear of offending you or hurting your feelings. For example, you might say, “Others have shared with me that I can be slow and methodical in my work, often prioritizing accuracy over action.” Finally, tell your direct report what you plan to do with the feedback they give you. Laying out a plan of action will help them trust that you want to implement their input.
This tip is adapted from “How to Encourage Your Team to Give You Honest Feedback<https://hbr.org/2022/10/how-to-encourage-your-team-to-give-you-honest-feedback?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Deborah Grayson Riegel
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[https://hbr.org/resources/images/article_assets/2022/11/Jan22_02_1182489805.jpg]<https://hbr.org/2022/11/the-emotional-labor-of-being-a-leader?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
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The Emotional Labor of Being a Leader <https://hbr.org/2022/11/the-emotional-labor-of-being-a-leader?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
by Dina Denham Smith and Alicia A. Grandey
Many organizations fail to adequately prepare leaders for—or support them in—this critical part of the job.
Read now <https://hbr.org/2022/11/the-emotional-labor-of-being-a-leader?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
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Harvard Business Publishing
20 Guest St, Suite 700
Brighton, MA 02135