Receiving feedback as a manager and creating a feedback culture

We know that negative feedback is hard to give - and even more so, to receive.  

But all the feedback, even the bits that feel tough to hear, support continuous growth and honest conversations at work.

We spoke to Breathe partner Steven Rabson Stark from 360-degree feedback platform AdviceSheet to explore how managers can respond to negative feedback and how it can actually develop your leadership skills.

We also dig into how building a feedback-friendly benefits everyone in an organisation.

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Why negative feedback isn't necessarily negative

Advice for managers who have received negative feedback

The hardest area for teams to give managers negative feedback: micromanaging

Six ways to embed an effective feedback culture into your workplace

What is negative feedback?

Negative feedback is any feedback that could be taken in a negative way. Sometimes in the workplace, you'll hear this being called constructive criticism. Whether feedback is viewed as positive or negative depends on how it's received - and usually, it's always just either someone's opinion, or an opportunity for growth (depending on how you view it). 

Why negative feedback isn't necessarily negative

Despite what we might've been taught, negative feedback isn't anything to shy away from – and it isn't anything to be embarrassed about. In fact, not providing honest, constructive feedback is what we should be more concerned about. This is what causes teams to stagnate.  

Receiving negative feedback can be very difficult for managers, especially when it's coming from a direct report. But more often than not, honest feedback is stifled as employees don't feel there is enough psychological safety* to provide feedback to their manager - and teams continue working as if everything is fine.  

*(Psychological safety is when your team feels safe to speak up, share ideas and make mistakes - without fear of judgement.)

Advice for managers who have received negative feedback 

Steven Rabson Stark of AdviceSheet explains why difficult feedback should be viewed as a good thing – and why managers and teams should view it positively.

After all, if we never learn to give or receive honest feedback, then we'll never grow as individuals, as teams or as managers.   

1. Reframe negative feedback as positive feedback 

Often, we don't seek feedback because we're scared of what we're going to hear. But if you never get any feedback, how could you ever get any better at your job?  

No one's perfect, so if you ask for feedback you can expect to receive some that you will find uncomfortable - everyone has room for improvement. Firstly, you need to try and reframe the feedback as a positive thing that you can learn from.

2. Practice asking for regular feedback

The more you do it, the easier it becomes - for you and your team. As a manager, asking for and receiving feedback helps you be a better leader, but it also models giving and receiving feedback for your team members.  

If you normalise receiving feedback, it makes giving feedback easier for everyone in your team and helps you all to grow.

3.  Be truly open to receiving constructive feedback

When you're truly open to feedback and prepared to listen, this shows your team that you value their opinions and that they are safe to deliver feedback without prompting a defensive reaction.

4. Build trust within your team 

Trust is a two-way street. If your team doesn't feel safe being honest, they're less likely to tell you when something's wrong or have your back. They might start letting you walk into mistakes and rid themselves of responsibility.

5. Create a positive feedback loop

We find that the managers that ask for feedback (and choose to do it often) are surprised by how good the feedback is. They also learn what people really appreciate, which helps guide them and build on their strengths.  

This means managers end up learning more about what they can build on rather than what you need to stop or change.  

The hardest area for teams to give managers negative feedback: micromanaging 

We asked our expert for some specific advice about the hardest areas to give your boss feedback on. And we decided to focus on a common area where lots of teams struggle to give their managers negative feedback: micromanagement.

What to do when a manager is accused of be a micromanager:

Steve advises first trying to work out why this might be true, and whether employees are being disempowered – hindering their growth and development.  

Causes and complications of micromanagement 

“Usually the reason for micromanaging is because you're scared,” says Steve. “In general when people feel unsafe, they tend to lean in and try to take control. So, the reasons for micromanaging can range from worrying about an aspect of work, being embarrassed that the employee’s work isn’t good enough, or the manager lacking confidence in their own role.

Perhaps they’ve been recently promoted and are used to receiving credit for great work. But as a manager, you should be helping others to do the work  and getting validation from enabling and lifting up your team.” 

Steve believes that micromanagers are wired to get gratification from doing the work and taking credit for that, and that micromanagement happens when managers feel unsafe, so they revert to controlling and often (sometimes even unintentionally) undermining behaviours.  

“The consequence of that is you’re robbing your people of the opportunity to get validated by being the people that do a great job (i.e. you, the manager).” 

How to move forward from micromanagement 

Steve advises that micromanagement is usually caused by two reasons: either the manager is frightened and doesn’t trust their people to do a good job, or they’re frightened because you don’t really know how to do the job of being a manager. 

Either way, Steve advises that what managers need to observe is that this causes harm – and the next steps are for the manager in question to have a conversation with their team about ways they can make them feel safe.  
 
“Explain to your team the things you need them to do so you won’t micromanage them. For example, can you make sure you report to me in these ways? I don’t need to micromanage if I know you’ve done X, Y and Z. As soon as you’ve done that, I’ll feel confident.” 

If the issue is because you’re not confident in your managerial role, then Steve advises the onus is on the manager to stop and have a really good think about what their proper job is.  

“A manager’s job isn’t usually to do the work. Your job is to help other people do the work. So how do you reorganise your time? And how could you measure your success in those criteria? Maybe you need some help, such as training or coaching. 

What isn’t going to help is reverting to type and not dealing with the issue - there's a learning edge that you need to address.  

That's your opportunity, to get stronger in those things, and then you'll do less micromanaging because you won't feel so anxious.” 

Six ways to embed a feedback culture into your workplace 

Lastly, we wanted to know how SME managers can implement feedback cultures as part of their teams – and wider organisations. 

Steve has provided some tips and advice for managers on how they can integrate a culture of feedback into workplaces.

1. Reflect as a team

Make sure you take time to pause at the end of each project to reflect with your team on the lessons learned and what could have been better. Reflection helps avoid repeating mistakes.

2. Make space to talk

Also, at the end of each project or piece of work, practise receiving and giving feedback about how you all work together and how you feel about the work. This builds trust over time.

3. Review how things are going

Try asking "How was this meeting?' at the end of each meeting. This creates a safe space for your team to give negative feedback if they want to. You could ask your team for a quick thumbs up or down and then discuss how you can improve meetings going forwards.

4. Clarify expectations 

It's hard to improve if you're unsure what's expected. Build these three questions into employee performance and development reviews and conversations:

• What's expected of you? 

• How are you doing? 

• Where are you heading?

5. Ask for frequent feedback from your team

As a manager you could regularly ask your team: how am I doing? Are you getting what you need from me? Are my expectations of you clear?  
 
Modelling feedback sets expectations and makes it easier to create a structure for feedback in performance reviews and conversations.

6. Use the 360-feedback model 

Managers can use 360-feedback to invite their team to feedback on each other. Make sure to model this yourself before you ask other people to do it. After a 360, thank your team for participating and giving you the feedback and tell them what you've decided to take away from it, and what you will be doing as a result - so there is some accountability. 

On Breathe's free online learning hub - the Breathe Growth Academy- you can find a bite-sized course on performance management for line managers, with a whole module dedicated to giving and receiving feedback as a manager. And as an added bonus, you’ll find a 360 feedback team exercise you can try with your team. 

Real conversations make real change 

Managers shouldn't see negative feedback as a bad thing – but as the chance to develop as a leader. All types of honest, proactive feedback provide the opportunity to build a strong team that works well and grows together.

If you're not sure where to begin with delivering feedback, head over to the Breathe Growth Academy to complete our free ‘Rethinking performance management’ course for line managers. You’ll get more expert advice on receiving and giving feedback and lots of helpful resources, including a manager’s guide to delivering effective feedback.

And to find out how your team can benefit from rich feedback and meaningful conversations with AdviceSheet, click here.