Why Proactive Feedback is the Key to Executive Growth
Being proactive about feedback ensures you are always on the same page with your team
Grace Tripathy
, Fri 9 August 2024
Gary was a seasoned executive with decades of experience, he had navigated the turbulent waters of corporate management, led teams through challenging times, and brought significant success to his company. On the surface, Gary appeared to be the epitome of a successful leader—confident, decisive, and in control. But underneath that exterior lay a quiet anxiety, a fear that gnawed at him as his annual performance review approached. Despite his achievements, Gary dreaded this time of year.
He wasn’t alone in this fear. Many executives, like Gary, find themselves caught in the feedback loop, unsure of what to expect. The performance review is often a source of stress, particularly when communication has been sparse throughout the year. It is this disconnect, this lack of ongoing dialogue, that turns a review from a productive conversation into a moment of uncertainty and, at times, disappointment.
Why Success Doesn’t Always Speak for Itself: The Feedback Gap
Gary always believed that his work would speak for itself, that his team’s success and the company’s growth were the ultimate indicators of his performance. But as the day of the review grew closer, doubts began to creep in. He wondered whether his superiors saw the same value in his contributions as he did. Would they recognize the long hours, the difficult decisions, and the sacrifices he made to keep the company thriving? Or would they focus on areas where he had unknowingly fallen short?
Gary’s unease was compounded by the fact that he hadn’t had many candid conversations about his performance throughout the year. He realized, with a sinking feeling, that he had missed opportunities to seek feedback, to understand how his actions were perceived by others, and to course-correct if needed. Now, with the review looming, he feared that he might be blindsided by criticism that he hadn’t anticipated.
The Surprising Reality of Performance Reviews
The reality is that people are rarely surprised by their performance reviews when there is consistent communication. It’s the lack of dialogue—the failure to ask for and give feedback—that creates a gap between perception and reality. When leaders like Gary avoid these conversations, they risk entering a review with only half the picture, leaving them vulnerable to feedback that feels unexpected and overwhelming.
Gary’s story highlights a crucial lesson: proactive communication is not just a tool for managers to give feedback; it’s also a vital strategy for leaders to seek it. The irony is that while many executives fear the risk of hearing difficult feedback, the greater risk lies in not hearing it until it’s too late.
Taking a Risk: Guiding Your Performance Reviews
Gary decided to take a different approach. Determined to avoid the anxiety of the unknown, he resolved to initiate a conversation with his direct reports and peers before the official review. It was a bold move—one that required vulnerability and the willingness to face potential criticism head-on. But Gary knew that the risk of not knowing was far greater than the discomfort of asking.
In his conversations, Gary was direct about what he was looking for. He didn’t just ask for general feedback; he targeted specific areas where he wanted to improve. “I’ve been working hard on our new product launch,” he said to one of his senior managers. “But I’m concerned that I may not be fully supporting the team’s needs. Can you tell me how you think I’ve been doing in that regard?”
This direct approach was initially met with surprise, but it quickly opened up a valuable dialogue. His team appreciated the opportunity to share their perspectives, and Gary found that the feedback he received was not only constructive but also actionable. It wasn’t always easy to hear, but because Gary had asked for feedback in a focused way, he was prepared to receive it and ready to take action.
The Reward: Growth Through Feedback
As the day of the review arrived, Gary felt a sense of calm that had been absent in previous years. He had already had the difficult conversations, he had gathered the insights he needed, and he had taken steps to address the areas of concern. His review was not a moment of reckoning but rather a continuation of the ongoing dialogue he had initiated.
Gary’s experience underscores a critical truth for all leaders: feedback is most effective when it is sought out, not when it is merely received. By being proactive, Gary turned what could have been a stressful event into an opportunity for growth. He realized that feedback is not something to be feared but a tool to be leveraged—a way to ensure that he was always moving in the right direction.
Gary’s journey also reflects the importance of having a structured approach to feedback. After his experience, Gary decided to implement the AIM Insights performance evaluation system within his organization. This system emphasized continuous feedback loops, regular check-ins, and clear communication channels between managers and their teams.
The AIM Insights system allowed Gary and his colleagues to move away from the traditional, once-a-year performance review and toward a more dynamic and responsive feedback culture. By encouraging regular, open conversations, AIM Insights helped create an environment where feedback was no longer a source of anxiety but a shared responsibility. Leaders like Gary could now track their progress, address challenges as they arose, and make informed decisions based on real-time insights.
For executives and business leaders, the lesson is clear: Don’t wait for the review to find out how you’re doing. Take charge of your career, seek the insights you need, and turn feedback into your most powerful tool for success.
