/ / Keys To Accepting Feedback Pt. 1

Keys To Accepting Feedback Pt. 1

We all know what happens when someone takes feedback badly – it acts like a small fire fanned by a strong wind: it will spread quickly.

This type of reaction to feedback doesn’t just occur in business environments. You may have experienced it in school and felt defensive in the face of criticism, or not understood feedback from a personal point of view. It happens to everyone, and a great example of this is how celebrities have reacted in the recent past to feedback.

In today’s day and age, the actions of celebrities have never been more closely documented and easily accessed – and that includes their reactions to feedback.

Two years ago we saw Charlie Sheen’s career, and personal life, take a downward spiral due to him receiving too much feedback and the consequences of not knowing what to do about it. For the last decade we have seen Lindsay Lohan rebel against family advice and court orders to get her life back on track, refusing to acknowledge she has a problem. And most recently we have witnessed child star Amanda Bynes cut off all contact from her family and tweet abuse at anyone who suggested she needed to get professional help due to her bizarre actions.

The fact of the matter is that everyone reacts to feedback differently – and it won’t always be in a positive manner.

It is crucial that the leaders within your organisation receive feedback and that they are able to interpret that feedback in a positive manner. This is because there is a direct correlation between a leader being able to understand and utilise feedback and their overall efficiency as a leader.

In part two of this blog we shall explain and detail the 5 steps to take to ensure feedback is positively accepted by people in the workplace.

Full Circle Feedback

About the Author: William Lang

William Lang
Bill Lang has over 25 years professional experience working as an organisation strategy and development consultant and C-suite Executive Coach. Early in his career he worked with KPMG, McKinsey &Co., Bain & Company and AXA as an Executive. His clients operate in over 50 countries and on all continents. He is former member of the Melbourne University Commerce Faculty and holds a MBA(Harvard) and B.Comm/LLB (Hons). He is the author and creator of the Scores on the Board skill development and improvement system.

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Creating a feedback culture