Around the time the first edition of the book came out, Helen Rumbelow wrote an…
Hopefully you’re out there asking for and getting feedback regularly. That’s great! Now, if you’re getting a lot of feedback, we can pretty much guarantee that it won’t all be high quality, actionable stuff. We’ve said before, “Don’t criticize the criticism,” and we’ve talked about what to do if you disagree with the feedback. But what about feedback that you’re not sure what it means, or how to act on? What do you do with that?
We recently got this question from one of our podcast listeners:
When your boss tells you during your performance review that you need to develop a sense of urgency (as I was recently told) what kind of suggestions would you have for the employee
Let me tell you what I would do if I got this specific feedback, and hopefully you can apply these steps to your own situation, whatever the hard-to-understand feedback is.
Ok, so the boss told me “you need to develop a sense of urgency.” Huh. A sense of urgency. Does that mean the boss doesn’t think I work hard enough? That I don’t put in enough hours? If that’s the case, then maybe what the boss wants me to do is spend more time at the office.
The thing is, it’s very hard to know if that is in fact what the boss wants, based on the “sense of urgency” feedback. So step 1 is to try to unpack the actual shortcoming that my boss is seeing.
Ask the person to say more
Of course, I’m not a mind-reader (and you probably aren’t either), so I can’t assume really anything about what the boss means. The first order of business is to ask my boss, “Can you say more?” In doing this, I want to manifest as curious and not defensive. The open question is a good way to encourage the other person to continue talking, without responding or making it more difficult for them by, say, asking for examples.
While my boss responds, I’ll take notes and really try to understand her view. My goal is to try to elucidate everything in the boss’ head around my “lack of a sense of urgency.”
This feedback can mean soooooooooooo many things, and I shouldn’t guess, so I’m going to make it a priority to really understand what the boss thinks here.
Figure out what success looks like
We say all the time that repeating success is easier than fixing problems. In this case, I haven’t had success, but I can still try to understand what it looks like so that it’s easier to achieve. So step 2 is to try to understand what would signal to my boss that I have the proper sense of urgency.
One way I might do this is by asking my boss, “Who here has an appropriate sense of urgency? I’d like to think of them as a possible model.”
Or I might ask, “In your mind, what does a perfect sense of urgency look like?”
With either of these options, I can hopefully tease out some of the behaviors or specific work products that my boss wants to see from me.
Tie it back to your objectives
Once I have a better understanding of my boss’ perspective and what she’s looking for, I’m going to think a little bit more about the root cause of this feedback, and how I can show progress towards it in the future. I’ll leave the conversation and spend some time on my own thinking about this feedback, and I’ll take the additional step of thinking about the feedback in the context of my objectives.
Let’s say I had been pursuing clear, measurable goals, rooted in clear team priorities every week/month/quarter. If I were missing the deadlines for my goals, then “lacking a sense of urgency” might be a good root cause analysis. Maybe this is what led my boss to give this particular feedback. So I would come back to my boss and ask, “I missed some deadlines this quarter. Would you say that’s a key area where I needed more of a sense of urgency?”
On the other hand, oftentimes non-specific feedback like this manifests in situations where there are not clear objectives and timing for those objectives. This could mean that the objectives didn’t exist, or that the other person was not on the same page with respect to those objectives.
If the goals didn’t exist, I would now push to have individual and team goals, something to clearly measure my “sense of urgency” against in the future. If there were goals, but varying ideas about priority, timelines, etc., could any of that lack of clarity have been the root of my “lacking a sense of urgency”? Maybe I can think of some ways I could have behaved differently to better show a sense of urgency, and I would run those ideas by my boss.
I think it can be extremely helpful to do this thinking and then continue the conversation with the person who gave you the feedback. You’ll be able to double check your analysis and set yourself up to show progress in this area in the future.
Hopefully these three steps can help you turn any feedback into something you can act on and improve as a result of. How do they work for non-specific feedback you’ve received? Send us your examples in the comments, and we’ll try to help customize for your situation.