I live and operate in a professional world where feedback is a part of life. I am fortunate to be surrounded by people who value hearing others’ opinions on their business, choices, and actions. It is not always easy to hear, even though we know we need it. However, the best leaders I know welcome honest, objective, and constructive feedback. If all you ever want to hear is how smart and wonderful you are, you’re missing the point of leadership. It’s about making the best decisions, not taking pride in authorship.
When was the last time someone told you the unvarnished truth? Does anyone in your professional circle hold you accountable for your actions and behavior? Who do you bounce new ideas off of? What group of peers keeps you focused? While I am an enthusiastic fan of Ralph Waldo Emerson, I don’t wholly subscribe to his “self-reliant man” theory. Neither did he, as evidenced by the material support he provided for many others throughout his life. Sure, you need to take responsibility for your actions and bring your best efforts to whatever situation you find yourself in. You should also never play the role of a victim. However, no one person has it all figured out. The smartest and best leaders I know are not only open to feedback but regularly solicit it. One of the main reasons I see a business that stops growing is that the leader stops seeking and listening to advice and feedback that they don’t want to hear. Even worse, they target the messenger, preventing anyone from speaking the truth to authority.
It’s easy to get excited about ideas, especially when you feel your back is against the wall (like in the current COVID environment). Additionally, designing, creating, and building is far more enjoyable than pausing, reflecting, reconsidering, and potentially saying “no.” I haven’t yet met an entrepreneur who is short on ideas or creative tactics. It is who they are and what they do. The danger of operating this way is that it creates a bubble. Thinking that your ideas are always the best is illogical. Failing to do your homework or seeking contradictory evidence can leave you vulnerable. Being minimally concerned can be dangerous. Thinking there is some home run strategy that will change everything overnight may be hopeful, but it is often unwise. I’m not saying that some people don’t get lucky, but a lot more businesses go off a cliff of their own making than find their “silver bullet” strategy. I’ve also seen far too many leaders trying to fast-forward results because of a past track record that didn’t quite meet their own expectations. Accelerating momentum without a clear path ahead will inevitably lead you off course. Others will see obstacles ahead of you that you may not or will tend to downplay.
The good news is that I can assure you that there are people out there willing to help. They may be people you already know or people you still need to meet. There are fellow entrepreneurs and businesspeople who would like to share their experiences. I lead multiple leadership peer groups for Vistage International, which is just one of many organizations that provide this type of support. Many professional advisors care about their clients and want them to make good decisions. There are friends and colleagues whom you trust implicitly, who only want the best for you. You need to ask for their help and listen to their advice. You may still do what you want to do anyway, but at least you’ve broadened your knowledge base and better understand the consequences of your actions. Even though it’s not always easy to hear, you should view feedback as a gift. Thankfully, it is a gift you can give to yourself regularly.