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:

  1. 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.

  2. 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.

  3. 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.

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