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Apr 5, 2023

To understand and improve our own behavior, we need feedback. But getting—or giving—authentic, actionable feedback isn’t always easy, especially in a fast-paced industry like manufacturing. In this podcast, I’m joined by my friend Brian Houp, a leadership development coach based in Louisville, Kentucky. One of his primary areas of expertise is 360 Feedback, which he uses to help executives and their teams improve behavior. In this episode, Brian talks more about the importance of feedback—and “feed forward!”—plus shares insight into 360-Degree Feedback and how leaders can harness the power of feedback and use it to strengthen their organization.

2:15 – Feedback is more than a buzzword

2:44 – 360 Feedback is based around the individual and getting a stronger understanding of how others in your organization see you as a leader or team member

3:49 – How feedback is set-up and delivered can make a huge difference between having a negative or positive experience

4:44 – Confidentiality also plays a big role in 360 Feedback and only other type of constructive criticism

6:56 – As a leader, if you don’t tell someone you want them to improve their behavior, then they have no idea of knowing there is an issue or area or improvement

7:24 – Feedback focuses on the past, but you can also look toward the future by giving feed forward and offering specific suggestions or advice others can use to improve their behavior

9:00 – To encourage others to share feedback, sometimes you need to think about the language and phrasing you’re using when asking for feedback

10:36 – You should also consider who you’re asking for feedback, and who in your organization you should talk to get the best feedback about a certain team member or problem on the floor

11:30 – People show up differently in front of different people, so be sure to get a wide range of feedback from different people, like executive, team members, or even vendors or clients who frequently interact with someone

14:55 – When you get feedback about your own behavior, take some time to digest and analyze it, but also get back out on the floor with your team and observe to get a stronger idea of what the feedback is talking about

16:44 – Sometimes, all you need is a new or fresh context

17:35 – It’s natural to feel nervous or even scared about hearing feedback

18:16 – Many leaders focus on their team members who need the most improvement, but don’t forget to also give feedback to the stronger members of your organization to help them get to the next level

20:00 – To get the best feedback, your whole team or organization needs to commit, especially supervisors and others in leadership positions

22:07 – Getting good feedback often also requires time and patience

25:41 – With feedback, you get what you give

Connect with Brian Houp



Brian’s Forbes article on 360 Feedback