Direct Feedback: Scary and Useful
Bernard Tyson said he does just that.Â I assume he means heâ€™s writing a blog or sending mass emails to his companyâ€™s 175,000 employees and thenâ€¦ he gets feedback.Â He said, â€śWithin seconds they can condemn everything Iâ€™ve said.â€ť Employees tell him openly if heâ€™s right on or completely off base with the way they experience things in their part of the company.
Whatâ€™s great is how much Tyson counts on and uses that feedback.Â Often, executives (and the communicators who support them) are nervous about inviting comments.Â Tyson recognizes that what counts is how employees perceive things are going, not how he characterizes it or sees it from the executive office. Â He sees value in having his perspectives broadened and/or validated.
Another fear associated with asking for comments is â€śWhat if no one responds?â€ťÂ So, Iâ€™m also pleased that Tyson gets good feedback from across his organization.Â That, too, tells me heâ€™s setting a good tone of authentic communication.
So, Iâ€™d like to hear from some of youâ€¦
Does your organization have channels for feedback directly to executive messages? Why or why not? If so, do employees use them? Has it taken time for people to warm up to giving feedback?Â Whatâ€™s some of the best feedback youâ€™ve received from employees? What are some tips for eliciting constructive and valuable feedback?