Entrepreneurship can be a lonely business, so it's important to get lots of feedback from customers and employees. But what kind of feedback do you really want, and how do you get it?

I was recently asked to help get effective, casual, and simply more feedback into the daily rhythm of a fast-growing technology company. This is a timely question: With the start of a new year, organizations are conducting annual reviews, which are generally the big kahuna of feedback. Too often, these reviews are the only substantive feedback most employees receive.
But no one gets it right the first time, all the time, which is why the process of giving and receiving feedback needs to be embedded in the practice of leadership—and to be more than a once-a-year event. Unfortunately, giving and receiving feedback can be tough for many leaders. Some of the reasons for this include:
- Reluctance to criticize another person, or to be seen as doing so
- The emotional vulnerability that accompanies an openness to feedback
- The power dynamic of a boss evaluating a subordinate, or even of peers evaluating each other
- The politics of saying that one perspective is ‘right’ and another ‘wrong.’
In order to influence the process, and to make feedback a healthy part of a functioning organization, a leader must first ask a series of questions.
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