I’ve learned a lot through personal feedback. Knowing the background of the feedback giver and being aware of our relationship was part of that learning process.
My experience with anonymous feedback is a lot more conflicted.
This kind of feedback was usually delivered through a line manager, paraphrasing information they had collected about me from other people. Vague statements like “you are very direct” or “your work needs to be more visible” aren’t helpful if you don’t know who feels attacked, or who’s missing out on information.
n the flip side, I do understand that anonymous surveys can help tickle out sentiments that otherwise would only exist in gossip back alleys.
Anonymous for institutions - in person for people
So - which kind of feedback should be anonymous?
It depends what you are trying to achieve: institutional improvement? Process improvement? Behavioural change?
Anonymous surveys are great to gather input on processes or organizations or the content of a course - basically, anything that is not a person.
That process, organization or course won't misinterpret the feedback. It doesn't need the background. It doesn't have competing agendas on its own.
Anonymous feedback can also be interesting if you want to gather insights about leadership (the action - not necessary the people), or about the view people have on the CEO, the COO, HR etc - as in "how is the role being perceived". This is especially interesting for organizations that are big enough that people don't personally know the CEO, the COO, or HR, and see them more as an institution.
If, instead, you are looking for behavioural change - then it’s about people.
Feedback for individual people is a lot more impactful when it comes from individual people AND when the receiving person is interested in getting an honest appreciation of how they or their work is being perceived.
That part about being “interested” is crucial! Feedback is a lot more impactful when you’ve asked for it yourself, because you are looking for specific insights.
Checking a box for the yearly HR process documentation isn’t a compelling enough reason.
So here are two reminders:
☘ My feedback does not tell you how you ARE.
It tells you what I am perceiving (seeing, reading, hearing about).
Maybe your work needs improvement.
Maybe we need better communication.
Or maybe your work is simply not relevant for what I am focussing on right now, so I didn't pay attention.
🌴 My feedback may or may not be helpful.
It depends on your focus whether a particular insight is relevant for you.
Maybe my insights are irrelevant for your current project.
Maybe I am focussing on an area for my feedback that you aren't focussing on right now.
Maybe you are aware, and have decided not to change this particular thing.
Bonus reminder: Feedback doesn't HAVE to lead to action.
It may lead to reflection. It should lead to some conscious decisions about whether to change or maintain a specific behaviour.
And that's a lot easier to do when you know the source of the feedback.
That said, if you are the one seeking for feedback - ask for advice instead. People are a lot more forthcoming giving advice than dancing around feedback formulas.
Hat tip to Gustavo Razetti for sparking the discussion.
Where to find me
April 19th, 2023: Future of Saas Festival. I’ll be talking about “Stepping out of your Bubble. How to retain and engage a remote workforce.”
April, 25-26, 2023: Running Remote in Lisbon. If you are at RR, get in touch and let’s have a conversation.
May 9-12, 2023: Women in Product. I’ll be sharing pictures of my favourite plant and how to grow and nurture your remote Product team.
More about Val, the Empress of Remote
✨ Supporting companies to engage and retain their remote (and hybrid) workforce
✨ Now open for board positions at companies that share my values
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