IT Best Practices

Put an End to Your Feedback Loop

On one hand, we want to always be improving how we work in order to become stronger leaders. On the other hand–change is hard. Sometimes we put off addressing or outright ignore feedback we receive, but there is nothing more damning than receiving the same negative feedback more than once. In an article for strategy+business, Jesse Sostrin gives tips on how to end this feedback loop.

Snipping the Loop

Sostrin lists off four different ways that people tend to avoid accepting that changes need to be made, with the first being the escape hatch:

This is when you decide on a course of action with an obvious “out” in order to avoid follow-through. It’s attractive because it feels like the best of both worlds: You plan to do it, and then don’t have to do it, all at the same time. Example: You’ve gotten feedback about failing to have difficult but necessary conversations with colleagues. So you say to yourself, “Tomorrow afternoon I’m going to talk to Bob about that stalling project…unless our client keeps us busy with meetings all day. Then I’ll have to find another time.” If you’re reasonably sure that your client is going to keep you busy, then you’ve just installed your escape hatch to avoid that important conversation.

The second is the treadmill, which involves a set goal in mind, but never taking steps to achieve that goal. It’s like when you avoid going to the gym: You think about going to gym often, but you don’t follow through and do it. You go nowhere, just like on a treadmill.

You might also be in for the long stall. This tactic involves placing a goal out of reach or avoiding opportunities to improve. Like you could have a job you hate, but you aren’t looking for any other positions in the company or out there in the job market. You aren’t satisfied with your position, but doing anything to change it for the future is magnified to seem impossible.

The final tactic is the blinders approach. This one involves just avoiding whatever areas that need improvement and hope that whatever you excel in can make up for it. You put your blinders on and block out troubles.

It takes honesty with yourself to admit when you’re engaging in any of these behaviors, and it takes courage to decide to stop enabling them. Change is indeed hard and sometimes scary, but isn’t it a lot worse to hold yourself back from reaching your full career potential?

You can view the original article here:

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