The Power of Raw Feedback

(2024-07)

According to dictionary.com, one definition of the word “raw” is “brutally or grossly frank.”  Using this definition, is brutal frankness good for a leader?  Should leaders welcome raw feedback?  I believe that raw feedback is good for a leader.  Feedback freely given without fear of reprisal indicates that an open, honest environment exists.

One of my favorite memories from my time as a leader at Chevron was when one of my team members called me an asshole in a public setting.  I’m proud of this story.

I was the lead negotiator for a project in Brazil.  One of my team members, Candice, was designated as the second chair as part of her development plan.  We had planned an intense week of negotiations.  As we wrapped up our internal planning the week prior, I asked the team what would be the worst thing that could happen (a standard safe practice we used).  Candice said the worst thing she could think of was that I would miss my flight connection and she would have to lead discussions until I arrived.  We all got a laugh out of this at the time.  I said I should be able to get a flight out the next day, so we’d only have a 24-hour gap where Candice would have to lead.  I wrapped up the planning session and headed to the airport to catch my flight to New Orleans for the weekend.  The team was to meet at the Houston airport Sunday evening for our overnight flight to Brazil.

After a short weekend with my family in New Orleans, I headed to the airport for my flight to Houston.  I was scheduled to leave New Orleans after 4:00 p.m. and arrive in Houston at 5:25. This would be a tight connection, as we were scheduled to depart for Rio de Janeiro a little after 8:00 p.m.  I had made this connection many times in the past year or so without any issues.

When I got to the New Orleans airport, I found out my flight to Houston was delayed due to weather in the area.  I sent Candice a text message with my status to keep her posted – it would be close!  We landed in Houston very late.  I was two terminals away from the Rio departure gate and I only had 30 minutes to make it.  I sent a text update but got no response.  (Little did I know – Candice and the team were at the departure gate anxiously awaiting my arrival.) 

At that time, I was a United Global Services member.  Since I had very little time to make my international flight, they met me at my arrival gate and drove me to the Rio departure gate across the airport tarmac.  I tried calling and texting, but Candice couldn’t hear her phone.  The gate agents checked my passport and visa and allowed me to pre-board with a few passengers in wheelchairs.

I settled into my seat in business class and was served a pre-flight drink as the rest of the passengers were boarding.  I could hear my team coming onboard.  When Candice made eye contact with me, she blurted out “asshole!”  A person sitting close by asked her if she knew me and she sheepishly responded that I was her boss (he got a kick out of that!).

I was not offended at all by this.  I knew that Candice (and the rest of the team) didn’t want to start negotiations without me.  When she saw that I had made it on the plane (and had a drink in my hand), she was very relieved.  I thought it was funny.  We still laugh about this story.

As I remembered this story, I thought this sort of raw, reactive feedback was a good indicator that I had created an environment where everyone on the team was free to provide me unadulterated feedback.

Shortly after this story, my thoughts were validated by a new member of our team (who was joining us for a six-month rotational assignment).  After her first team meeting, I asked what she thought of our team meeting.  She told me that the free, open communication was the best she’d ever seen in a team setting in front of the boss.  She even asked me how we did it – an excellent teaching moment.  I told her I wanted everyone to be open, honest, and direct with me.  I knew I had blind spots as a manager that could be covered by the opinions and thoughts of other team members.  I needed their perspective and wanted no fear of reprisal.  Her feedback validated that I had developed the right culture.

 I learned a couple of leadership lessons from these remembrances:

• Open feedback to leaders is crucial for their growth, improvement, and success.  By allowing my team to provide raw, reactive feedback without fear of reprisal made sure I got the varied perspectives of my team.  I think open feedback is an important contributor to organizational success.
• Open and honest communication in a team fosters a culture of trust, respect, and collaboration.  By encouraging open and honest communication, I showed my team members that I respected their opinions and valued their contributions to the team.

I’d be interested in your thoughts and comments.  Do you believe open and honest feedback helps a leader and develops an environment of trust?  Have you had any good (or bad) examples of open and honest feedback in a team environment?

If you’d like to discuss this further, please contact me via email ([email protected]) or comment on this post.