Why do you ask?
Employee feedback is only as useful as the intent behind it.
As any HR Leader drinking truth serum will agree - a request for employee feedback is never neutral - there’s always a motivator. The nature of that motivation is more transparent than most leaders may realise.
So... why do you ask?
In my experience as a People Scientist, leaders request feedback for one of three reasons:
To Comply
The box-ticking version of feedback. Leaders ask because they should — it’s expected by HR, the board, and the employees. The process is performative, not purposeful. Employees can tell, and so they disengage from the process overtime.To Confirm
Leaders often have a hunch something’s going on in the culture - and want to analyse further. Asking for feedback becomes an indirect way to gather intel — coupled with no strong drive to take action. The intention here is to study employees, not to understand them [Return to Office surveys - I’m looking at you]. That intents shows, when no action follows.To Change
The most powerful intent of all - positive change. These leaders ask because they’re ready to grow — as individuals, teams, and organizations. They don’t just collect feedback; they use it - and employees appreciate it. Teams with leaders who act on feedback are 4.6x more likely to feel engaged at work (Gallup).
If you’re a leader, the real question isn’t: “should I be asking for feedback?”. Asking is expected.
The question to ask yourself as a leader is: “why am I asking?”
And importantly, “what does this feedback tell me about how I can grow as a leader?” when inevitable blind spots get highlighted.