We’ve talked about how our titles are descriptions of our work, not our value. In fact, every position is needed in order to make an organization, a family, a community work to its fullest potential. The greater specialization a company can develop, the greater opportunity there is to create a beautiful symphony—that’s simply not possible with a one-man band. 

And when our titles describe our work, and our value is not limited by the title next to our name, we can confidently and securely build a 360-degree leadership culture. 

The 360-degree leader is one who leads from the middle—they have people beneath them, people beside them, and people above them. 

We love the 360-degree idea. In a perfect world, who wouldn’t want to create a culture where everyone is valued simply because we’re on the same team, working together for the same goal, following the same mission? 

But when we’re faced with the reality of the 360-degree feedback, many of us resort to our less ideal self.

When was the last time you received feedback from someone you managed?

Not positive feedback, or general feedback, or even secondhand feedback.

I mean face to face, from the team, hard feedback. The kind of feedback that hits you right in the center of your being. What comes out of you at that moment? Because it’s in that moment where your actions, your words, your attitude shows how you really think about 360-degree feedback.

What spills out of you when you’re “bumped” reveals what was inside all along.

Here’s what I believe about you: you desire to grow.

The best way to grow as a leader is to ask those you work with: both your leaders and those you lead. Questions like: How am I doing? Where have I failed you as a leader? What can I do better to help you succeed in your role? What did you think of that presentation?

And you know what’s great? You can start asking for feedback today. The feedback you receive today will build trust with your team and grow your leadership.

So let me share some tips to start adding this to your repertoire of leadership skills. So you, as the leader, can receive some feedback—the kind from those you lead, from those who know you the best in your leadership role.

Don’t trip over titles

Don’t let your title, or theirs, get in the way of your growth. When your team provides you some hard feedback. Remember that this takes a lot of courage and shows incredible character—you matter to them. If this person didn’t value you and your impact, they wouldn’t have shared this feedback with you. Their title doesn’t discount the value of the feedback.

Listen

Like, truly listen. Actively listen. Take notes. Hear key words. Listen between the lines. Maybe the words that this person is using aren’t the best, but is there something there that you need to hear beyond the them?

Ask questions to understand, not to justify yourself.

Sometimes we ask questions to understand someone else, sometimes we ask questions to switch the focus of the conversation onto someone else. What kind of questions are you asking? Are you seeking first to understand before you are understood (7 Habits of Highly Effective People)?

Ask for solutions

You’ve reminded yourself that this person is valuable, you’re listening, and asking questions to help understand—now ask them for solutions. This does two things: 1) It shows that you’ve heard and understood what they’ve shared.  2) It elevates the individual. You’re validating their perspective and feedback, and then inviting them to do more, not just provide problems, but rise to the occasion with solutions.

Check back

Follow-up sends a big message: it shows that you considered them beyond the initial conversation and that you care. Ask them if they’ve seen the same problems. Communicate what you’ve done with their feedback. Growth will come full-circle.

Start here. These 5 steps will reinforce the culture you desire to create—a culture of trust and feedback. A culture valuing individuals beyond the title—360-degree leadership.

Maybe you’re ready to give some feedback to your leader? Stay tuned for a pep talk in courage and some of the practicals to get you in that room.