{"id":32853,"date":"2019-03-25T10:08:40","date_gmt":"2019-03-25T14:08:40","guid":{"rendered":"https:\/\/www.wework.com\/creator\/creator\/?p=32853"},"modified":"2020-02-26T14:29:26","modified_gmt":"2020-02-26T19:29:26","slug":"turn-critical-feedback-into-growth-opportunities-with-these-4-steps","status":"publish","type":"post","link":"https:\/\/www.wework.com\/ideas\/professional-development\/management-leadership\/turn-critical-feedback-into-growth-opportunities-with-these-4-steps","title":{"rendered":"Turn critical feedback into growth opportunities"},"content":{"rendered":"\n

Shortly after she turned 25, Julie Zhuo became a manager for the first time. This was at Facebook, where she started as the social network\u2019s very first intern 13 years ago,<\/span> and where she still works as vice president of design. <\/span><\/p>\n\n\n\n

Zhuo admits that in her earliest days of leadership, she had no idea what she was doing. \u201cWhen teams grow rapidly, there\u2019s a lot of opportunities for leadership,\u201d she says. \u201cBut it\u2019s not usually the thing that [startups] are focused on because we\u2019re figuring out what we can do to keep things running.\u201d<\/span><\/p>\n\n\n\n

As Zhuo grew as a manager, uncertainty followed. So she took matters into her own hands, recording her musings on her blog, <\/span>The Year of the Looking Glass<\/em><\/span><\/i><\/a>, which she began as an act of self-reflection. It struck a chord\u2014week after week, her most popular articles were on the topic of being a first-time leader. <\/span><\/p>\n\n\n\n

In her new book, <\/span>The Making of a Manager<\/em><\/span><\/i><\/a>, Zhuo crafted the field guide she wished she had had after that first promotion nearly a decade ago. <\/span><\/p>\n\n\n\n

Initially, one of the managerial responsibilities Zhuo most struggled with was giving feedback\u2014especially critical feedback, given that many of her new reports were once her direct peers. But constructive criticism, while challenging to give and receive, is a gift. Zhuo is so devoted to feedback, in fact, that a whole chapter of her book (Chapter 5: \u201cThe Art of Feedback\u201d) is based on it.<\/span><\/p>\n\n\n\n

At a recent event at <\/span>WeWork 315 W 36th St<\/span><\/a> in New York City, Zhuo spoke about how employers can give more caring and productive feedback that leads to positive action. Below, Zhuo discusses four steps managers can take to maximize their critical feedback\u2014even if it is really, really critical.<\/span><\/p>\n\n\n\n

\"\"
Julie Zhuo was prompted to write The Making of a Manager<\/em> after becoming a first-time manager at 25 and feeling unconfident in her leadership skills. Photographs by Lori Gutman<\/figcaption><\/figure><\/div>\n\n\n\n

Step 1: Establish a baseline of trust with your reports. <\/b>Well before a situation arises, make it clear to your team that you\u2019re their coach and their ally. In the first three months of your tenure, carve out standing one-on-one meeting time to get to probing questions like, What do you <\/span>really<\/em><\/span><\/i> care about? In three years, assume you had your dream job\u2014what does it look like? What are the things you\u2019re scared of or nervous about? By establishing an honest relationship right off the bat, you can set the tone for potentially more difficult conversations in the future.<\/span><\/p>\n\n\n\n

\u201cSometimes it takes a little time to develop the trust,\u201d Zhuo says. \u201cBut it starts by asking those questions to truly try to understand someone and have them understand you, too, because you\u2019re not going to get that much honesty and vulnerability if they\u2019re not getting any of that in return. It is a two-way street, and I think the first three months is really about building that relationship.\u201d<\/span><\/p>\n\n\n\n

In her current role (she leads the team responsible for the design of the Facebook app), Zhuo blocks out one day a week for one-on-one sit-downs. These discussions shouldn\u2019t be viewed as meetings for managers to get status updates, she says, but rather focused on the report (who, by the way, should walk away from the conversation thinking it was a great use of <\/span>their<\/span><\/i> time).<\/span><\/p>\n\n\n\n

Step 2: Remind yourself why this matters. <\/b>\u201cI\u2019ve read thousands of reviews people have written about their managers over the years, and I can assure you that, by far, the No. 1 ask is, \u2018I wish my manager would give me more feedback,\u2019\u201d says Zhuo. However, feedback only counts if it makes things better, so the onus is on you as a manager to develop a practice that\u2019s going to benefit both of you.<\/span><\/p>\n\n\n\n

\u201cPeople don\u2019t like to be surprised,\u201d she says. \u201cA lot of our doubt might come from that lack of alignment between how other people see us and how we want to be seen. Just knowing the truth is a lot more grounding than having someone wonder all the time.\u201d<\/span><\/p>\n\n\n\n

Outside of one-on-ones, commit to what Zhuo calls \u201ctask-specific feedback,\u201d or objective comments meant to help people do specific activities better. Our behavior changes when someone acknowledges that we\u2019re doing something well; psychologically, encouragement prompts us to stretch ourselves even more. Give task-specific feedback to all your reports, and give it often.<\/span><\/p>\n\n\n\n

\"\"
“I’ve read thousands of reviews people have written about their managers over the years, and I can assure you that, by far, the No. 1 ask is, ‘I wish my manager would give me more feedback,'” says Zhuo.<\/figcaption><\/figure><\/div>\n\n\n\n

Step 3: Tell it straight. <\/b>So the moment has come\u2014it\u2019s time for you to confront an issue with one of your reports. No matter the circumstance, avoid \u201ccompliment sandwiches,\u201d or starting and ending your feedback with praise with the criticism wedged somewhere in the middle. <\/span><\/p>\n\n\n\n

\u201cSay the news as plainly as possible so there are no misinterpretations,\u201d says Zhuo. \u201cIt\u2019s just harder for someone to understand what the actual message is. If you want to tell someone something you know is going to be disappointing to them, just tell it directly to them. It is a sign of respect.\u201d<\/span><\/p>\n\n\n\n

Zhuo offers the following template: \u201cWhen you <XYZ>, I felt <concerned\/disappointed\/upset> because <ABC>. I wanted to bring this up with you to understand your perspective and see what we can do work through it.\u201d If you\u2019ve done the first two steps, your reports will see you as their partner, not a bully. \u201cIt\u2019s important for us to recognize why, sometimes, we should put ourselves in that uncomfortable position. It\u2019s meant to help somebody else,\u201d she says.<\/span><\/p>\n\n\n\n

Step 4: Remain curious about the other perspective.<\/b> To prevent your feedback from coming across as an accusation, engage in your report\u2019s response and encourage a discussion. Zhuo says it\u2019s always helpful to end your criticism with a check-in, like, \u201cDoes that resonate with you?\u201d<\/span> If your report says yes, that\u2019s great\u2014they\u2019re acknowledging it, and you\u2019re already on the same page. But if they say no, that\u2019s OK, too, because you\u2019re not delivering a verdict, rendering their points moot.<\/span><\/p>\n\n\n\n

\u201cNow they have a chance to tell you how they feel\u2014why they have a different perspective or why <\/span>you<\/em><\/span><\/i> might be the one who\u2019s misinterpreting right and wrong,\u201d she says. Start with the phrase, \u201cI want to understand your perspective and I want to see what we can do to work together,\u201d and go from there. \u201cYou want them to know you\u2019re doing this because you care about them.\u201d<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

Facebook’s Julie Zhuo wrote the book\u2014literally\u2014on the making of a manager. Her key insight: Feedback is crucial<\/p>\n","protected":false},"author":905,"featured_media":32857,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[43902,43909],"tags":[1488,1487],"class_list":["post-32853","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-professional-development","category-management-leadership","tag-management","tag-leadership"],"acf":[],"yoast_head":"\nTurn critical feedback into growth opportunities<\/title>\n<meta name=\"description\" content=\"Facebook's Julie Zhuo wrote the book\u2014literally\u2014on the making of a manager. 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