Feedback Falling Flat For Your Rising Talent? Here Are 4 Reasons Why

A study by the Society for Human Resource Management found that 68% of organizations fail to give useful employee feedback. Leaders are not consistently sharing direct, constructive feedback. A hybrid workforce adds to this challenge, as the impromptu conversations are not happening as frequently. The problem is that more rising leaders desire feedback, to know how they’re truly doing and what they can work on next. According to research from Harvard Business Review, managers underestimate their employees' desire for feedback by up to 50%.

Is there value in reframing the opportunity to give helpful feedback? Would that make a remarkable difference in how your firm and its future leaders grow into the future? Would it infuse a healthier, more collaborative culture that can create a distinct competitive advantage? Yes, to all of the above. The challenge for many leaders is that they are ineffective in their efforts. Let’s be honest, none of us were ever taught to do this in school or work.

4 Reasons Why Feedback Doesn’t Work For Your Firm

After working with law firms, CPA firms, asset management firms and a wide variety of other PSF across North America, it’s clear there are four reasons why some forms of feedback aren’t effective.

1. The recipient isn’t open to receiving feedback.

Our fight-or-flight response is designed to avoid risk. The problem is that our brains are naturally trained to see criticism as a threat to our comfort or the status quo. It takes a cognitive decision not to "steel ourselves" and accept someone else’s feedback. Often, it’s because we tell ourselves stories about the person giving feedback. “She just doesn’t know me...” “He’s never been in my role...” “They’re just jealous I’m getting more visibility...” Discounting the messenger regardless of the message makes any feedback fall on deaf ears. They don’t feel a sense of trust.

Challenge: Build trust by asking open-ended questions along with your feedback. For example: How did you feel the client meeting went?

2. Feedback is given only in a negative manner.

We tend to focus the feedback we give on what is notworking or what someone is doing wrong. Research shows that when we prime people by focusing on their strengths, it optimizes their willingness to hear feedback. Start with what this individual does well, and discuss other situations or contexts to use that strength. It encourages the recipient to make a greater effort instead of feeling deflated. However, this is not a compliment sandwich! Don’t stuff feedback in between compliments. That tactic does not work!

Challenge: Find an opportunity every day to give positive feedback that is clear and detailed (see #4).

3. The feedback is not given in a timely manner.

How often do you give feedback to your team members? If you’re like many professional services firm leaders, you likely give feedback no more than twice a year, specifically during bi-annual reviews. Between those moments are six-month chasms of lost opportunity for growth because the feedback wasn’t given in a timely manner.

Challenge: Give positive, constructive feedback at the completion of every case, matter, client meeting, etc. Again, be clear and detailed (see #4). Try the 3:1 ratio: three details about what went well (and should be repeated) and one detail that can be done even better (not what went wrong!).

4. You're relying on Ice Cream Feedback.

Ice cream is an incredible dessert savored worldwide, but the caloric and nutritional benefit is minimal at best. The same is true for what I call Ice Cream Feedback: feedback that feels good to hear at the moment, but in the end, it carries little substance. Telling a team member “That was a great presentation” without going into specific reasons why you appreciated their presentation is a double-scoop of nothing more than a professional "sugar rush."

When you add more context—“I liked the way you structured the content for a clear flow. The statistics were spot-on. The way you engaged with the client’s questions was thorough and personable.”—that’s what gives greater substance. Feedback without substantive details is simply a sugary dessert that will not last long.

Challenge: When you hear yourself say, “Great job!” follow that up with three specific details of what went well—including even the smallest of details.

How To Leverage Feedback To Grow Your Professional Services Firm Leadership

Glassdoor reports that 81% of employees feel more motivated to work harder when their manager shows appreciation for their work. This response specifically focuses on feedback, coaching, mentoring and growth opportunities. What holds many leaders back from giving and receiving great feedback is fear. A culture of trust and transparency may not be intact.

Feedback cannot be treated like a "hot potato" if you want to create sustainable growth. Too many times a leader hears negative feedback about a team member, so in a rush of feeling inconvenienced, the leader unloads that negative feedback on the team member. Any feedback worth giving is worth taking the time to deliver well.

A more deliberate approach sees the human on the other end of the feedback and considers the most tactful way to deliver what may be a tough truth to accept. That’s why I recommend the Titanium Rule: “Speak to others in the way they want and need to be spoken to.” Not in the way you prefer to receive feedback, but in the way they need to hear it.

Whereas a fixed mindset sees feedback as an obstacle to overcome, a growth mindset sees the opportunity to try a better path. When we deliver feedback that empowers someone to use their strength, it creates space for them to grow without restriction.

The firms that leverage feedback to encourage growth will be the ones attracting more top talent. Word travels fast in our industry, especially for rising, hungry leaders eager to be mentored and supported toward greatness. Your firm can benefit. Your firm can expand its market share when you turn feedback into positive fuel for growth.