Leaders often dodge feedback because it feels personal, but the article gives five concrete ways to ask for input that boost meetings, align with values, and improve team performance.
Leaders skip seeking feedback because it feels like a personal critique, yet the real cost is stagnant growth for both the individual and the team. The piece argues that humility in asking for input is an act of service that lifts the entire organization, turning a perceived weakness into a strategic advantage.
The article lays out five practical habits. First, frame requests around helping others by asking "What can I do to help you move forward?" and "What should I do more or less of?" Second, make feedback immediate-pose "What worked in our meeting?" and "What could I improve for the next one?" right after the session ends. Third, tie questions to shared values, such as asking how actions demonstrate a customer-centric success definition. Fourth, explain the intent behind meetings and solicit what worked and what could be tried next. Fifth, seek input before you act, sending plans to a coach or boss and asking what works, what could be better, and what might be added.
A bonus tip encourages using plural language to remove obligation, saying "I'm seeking feedback from several people; I wonder what you think." The article closes with a direct call: pick one of the questions and use it today, reinforcing that humility fuels transformation and that structured self-reflection can accelerate a leader's growth.
Check out the full stdlib collection for more frameworks, templates, and guides to accelerate your technical leadership journey.