Have you ever considered seeking feedback from your team members? Asking for feedback demonstrates that you value their opinions. Simply inviting their experiences, thoughts, and ideas reduces the likelihood that team members view themselves merely as task executors under your direction. As a leader, it's essential to encourage and actively solicit feedback periodically. When your team understands that you welcome constructive criticism, you cultivate a culture of trust and foster stronger engagement.
In a recent article by Annette Y. Harris, MBA, ACC, a respected people manager, she emphasizes the challenge of setting aside biases when receiving feedback. Often, we pride ourselves on knowing our team members and organization well, which can make receiving feedback difficult. It is crucial to remain objective during feedback conversations and allow time for the feedback to sink in before responding.
As a leader receiving constructive feedback, you set an example for your team on how to receive feedback yourself. Your body language plays a critical role in demonstrating a positive interaction: maintaining eye contact, nodding to show understanding, actively listening without distractions, and avoiding phone use. These non-verbal cues signal to your team that you value their input and time. Accepting feedback becomes particularly challenging when you disagree with the content.
However, it's vital to acknowledge and appreciate the feedback given. Resist the urge to immediately refute or argue against it. Remember, your team member approached you because you asked for their input. Take their perspective seriously, even if it differs from your own, and try to understand their feedback from their point of view. Active listening provides a platform for team members to be candid with you and they will see that you are engaged during the conversation which will allow them to feel more comfortable.
After receiving feedback, express genuine gratitude to your team member. This gesture demonstrates that you value their input and intend to reflect on your discussion. It reassures them and enhances the likelihood of future feedback opportunities. A sincere thank-you also shows humility, reinforcing trust and openness in your leadership.
By employing these strategies, you address potential communication gaps and perceptions of approachability within your team. These tools also underscore your emotional intelligence as a leader and influence how you're perceived by your team. Additionally, demonstrating self-awareness by taking their feedback seriously will encourage them to also practice self-awareness.
Speaking holds a significant role in asserting authority and establishing credibility in any language spoken globally. It fosters a sense of commonality, acknowledgment, awareness, and, importantly, identity. In the realm of research administration, speaking carries the weight of professionalism and expertise. However, equally crucial is the art of listening—an essential component highlighted in 'Improving Credibility to Speak Research Administration with Authority,' a presentation delivered by my colleague Amanda Seymour and I at the 2024 SRAI Annual Meeting in Seattle, WA.
One of the primary benefits of active listening is its ability to minimize misunderstandings and clarify critical information crucial for meeting deadlines, aligning perspectives, or understanding the value and time commitments associated with shared endeavors. If elected as Secretary of the Society for Research Administrators International, I would recognize the responsibility to actively listen, articulate, and disseminate vital information between the Board and stakeholders, including our general membership.
Through effective listening, stakeholders trust that their concerns are heard and understood, enabling us to collectively pursue the Society's mission of being a premier resource in research administration. Hopefully as Secretary, fostering such an environment would be integral to our professional ethos.
Authored by Jason Claes, Manager Clinical Trials
TriHealth, Inc.
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