Zoom fatigue: Is it time to log off?

I love that technology allows me to work with my team (we span four time zones!) and to work remotely with clients. It’s been a little easier for us at Padraig to adapt to virtual meetings during the global pandemic than for some of our clients who are new to working remotely. 

But even so, I catch myself really missing working with folks in real life and feeling utterly exhausted after a day of video calls. I know it’s a problem for leaders we coach and their teams, too. 

It was a relief to learn that I’m not alone and this feeling has a name: You’ve probably heard the phrase Zoom fatigue in the news and on social media. It’s a big issue for everyone from elementary school students to senior executives. In fact, I’ve read that Google searches for the phrase have increased exponentially in the last few weeks.

Why is Zoom fatigue a thing?

(And it’s not just Zoomit can be Google Meet, Microsoft Teams, Skype or whatever platform or essential tools for facilitating remote meetings that you choose!)

Experts give a few reasons why being on video calls wears us down more than meeting in person:

  • There is pressure to be focused and engaged every minute: If you’re in a meeting with someone face to face or around a boardroom table with a group of folks, you’re not staring at each other and smiling the entire time. Some of us doodle, look out the window, whisper to the person next to us or take a sip of water. But when we’re on a video call, there’s a pressure to focus and be constantly attentive, like some sort of hyper performer. In a meeting it’s easy to say, “Sorry Jan, I was reflecting on something and I missed that last pointcan you repeat that for me?” or to let others jump in on something when they can see you’re not going to jump in on the topic but online there are all sorts of awkward pauses while we wait to see if someone else is speaking, or we all talk over each other as we jump in, unsure whether anyone else wants to contribute. Poor audio quality or technical glitches can exacerbate the strain of listening as we struggle to follow what’s being said.
  • Home interruptions can be stressful: At the same time we feel compelled to hyper focus in a video call, real life can make being online stressful. What if a child or partner interrupts? The pets flip out? Someone comes to the door? Trying to appear professional and available while also worrying about factors you can’t control is exhausting (and not something we have to worry about when working at the office!). This level of multi-tasking is uncharted territory for most folks, and it’s not only exhausting, it isn’t working.
  • The Hollywood Squares effect: Video calls have created an entirely new level of self-consciousness as we try to compensate for the missing non-verbal cues we’re used to in person. It’s not natural to stare at someone without ever averting your gaze, but on a video call we’re staring at not only other people intently but seeing our own face in a window. A colleague and friend of mine recently said, “Well one thing I’ve learned with being on-screen all the time, I gotta work on my poker face!” It’s extraordinarily difficult not to be hyper aware of how we look and feeling like we can’t look away without seeming disinterested. It feels like everyone is (or could be) scrutinizing everyone else’s expressionand no one wants to appear zoned out for all to see. It feels like staring at the screen is proof of paying attention (and THAT is exhausting!).

So if you’re feeling Zoom fatigue, it’s legit. Psychologists confirm that video calls are more tiring for our brains than talking to people in person. In addition to being emotionally draining, video calls strain our eyes and the variable backgrounds of multiple users on-screen distract our brains even further. For leaders, there’s the added responsibility of keeping your team engaged during remote meetings.

How can we alleviate feelings of Zoom fatigue for ourselves and our teams?

There are several things we can do to help lessen the effects of Zoom fatigue. These include:

  • Encouraging folks to turn off their video and just listen if someone is presenting information. This way, the presenter can focus on what information needs to be shared (not worrying about all those eyes watching!) and the users can relax while they watch and listen to the presenter without feeling like they’re performing for the camera.
  • Minimize the distractions that you can control. It’s tempting to multi-task, but don’t. Paying attention on a video call is enough! Mute your phone, close the tabs to other websites you might be tempted to peruse or even close the other programs altogether so you can ignore distractions (including your email!) till after you’re done.
    (Pro tip: If you have to be on video but don’t want to be constantly distracted trying to ensure you “look good” online hide yourself so you’re not stressing about how you look to others on the call. On Zoom, you do this by right-clicking on your video. This displays a menu and you choose Hide Myself.)
  • Be aware of ambient noise: If you’re on a video call, mute the microphones unless you’re speaking. Hearing people click pens, rustle paper, hit computer keys or tap the table can be extremely distracting for most folks because they’re amplified.
    (Pro tips: During a Zoom call you can press and hold the spacebar to briefly unmute to make a quick comment. Letting go of the spacebar re-mutes your microphone. Using a headphone with a mic can reduce background noise for other listeners – and so can speaking in an area with upholstered furniture and a nice bookcase to absorb sound behind you.)
  • Use text chat to raise questions. When there’s a group discussion, it can quickly get confusing when everyone is talking. Ask people to raise questions via text and have one person serve as the meeting moderator to facilitate who speaks.
  • If closed captions are available, use them. When watching a video, being able to read what people are saying improves comprehension. Bonus: It’s also inclusive if you have anyone who is hard of hearing on your team and helpful to anyone who has a noisy environment.
  • Acknowledge the elephant in the room. And by elephant, I mean children. Or other family members. When folks are working from home and sharing space, there will be interruptions. Setting the tone that it’s okay if someone has to step away to deal with a child or you understand if little ones tiptoe into frame will take A LOT of stress off of team members in this situation (and, in turn, a lot of stress off their family members, too!).
  • Take little breaks. Rest your eyes by looking away from the screen every so often. You can have a pen and paper so it appears you’re taking notes (that’s still paying attention!). After a call, get up and walk away from your computer for five or 10 minutes so you’re not still staring at a screen. Take the opportunity to read, stretch, go for a quick walk or have a snack. Step outdoors, if you can, for a moment. 
  • Decide what can be done by email or on the phone. Not everything with a team member or client has to be a video call! It’s highly likely that an email or phone call is sufficient for a simple conversation. If you feel like it would be a welcome break from video conferencing, the other person probably feels the same. Certain types of calls might also feel less stressful by phone for everyone involved. I have a couple of coaching clients who used to meet with me in-person, but when I asked if they wanted to meet by video they quickly said, “Could we meet by phone? I’d welcome the chance to just close my eyes and talk with you without being ‘on’ for our session.”
  • Make virtual social get-togethers optional. If your team members are struggling to cope with Zoom fatigue, a mandatory team building event online is going to be counterproductive. Allow people to bow out if it’s too much, or make it clear they can mute their mics or turn off video and you’re not going to ask them about it.

Coach’s Questions: 

What signs of Zoom Fatigue (or Microsoft Teams Fatigue, GoToMeeting Fatigue) are you seeing in your staff, your colleagues, yourself? What new ideas or approaches could you do differently to model for others and to alleviate some of the pressures associated with video calls? What will you change with your next video call?

How leaders find support through a crisis and avoid burnout

Leading through the COVID-19 crisis has pushed many of us in ways we could never have anticipated when we first welcomed 2020. 

From keeping frontline workers safe or coping with staffing challenges to transitioning to working remotely, leaders have had a lot to figure out during this global crisis all while keeping revenue on track, protecting citizens, sourcing supplies or even figuring out how to stay in business.

In preventing leadership burnout, we talked about how to differentiate characteristics of stress versus burnout and ways leaders can guard against burnout under more typical business circumstances.

A small table we shared in that last blog about leadership burnout might be helpful to you. It was from a recent article where James Sower outlined how to differentiate stress from burnout and it resonated for me:



  • Feel emotions more strongly
  • Feel less energy
  • Leads to being anxious or worried about a situation
  • Manifests as physical consequences, such as feeling tired or nauseated or having headaches

  • Feel emotionless or disinterested
  • Feel less motivated, optimistic, or hopeful
  • Leads to feelings of sadness, hopelessness, or depression
  • Manifests as emotional consequences, such as experiencing anger, mood swings, or depression


But how do you slow down the burnout rate when you’re thrown into leading during a crisis especially one that doesn’t necessarily have an end in sight? 

The characteristics of burnout are the same during a crisis as they are under more typical conditions. During a crisis, however, everything is intensified and many leaders are at risk of overworking as they try to support their team members and take care of the company. 

We’re always at risk of missing the warning signs of burnout but it’s worse when everyone is in crisis and that feels like the new norm.

Here are five ways to avoid burnout during a crisis:

Find support for yourself: As the old saying goes, you can’t pour from an empty cup. You need to make sure that you have someone to turn to when things are hard. Reach out to someone you trust. You can vent to a good friend or family member, find help with emotional overload from a mental health professional or get help navigating issues and leadership challenges from a certified leadership coach. 

In a time of crisis, when everyone is facing challenges, you might want to pick more than one person and invite them to talk to you, too, or help them find someone to talk to. If you share with each other, just monitor to be sure it doesn’t become a “pity party” or just complaining and venting without thinking “and, so now what?” You may find it works well to talk to several people about forming a group to share concerns and frustrations and to help each other see solutions.

Don’t try to be a hero: Many leaders feel they need to keep going and save the day when there is a crisis, but you’re not going to be as effective if you’re worn out. Adequate sleep, regular exercise and healthy food all contribute to our overall health and ability to manage stress. Now, perhaps more than ever, self-care is essential if you want to be able to lead everyone for the long haul. (Bonus: Your team members will be more likely to take care of themselves if they see you make building resilience alongside productivity a priority.) 

Figure out what’s important – and what’s not: When things are dire, you need to be ruthless about priorities. Figure out what is essential, what you can defer and what you just can’t do right now. Make the best decisions you can given the information that you have right now (speed is more important than perfection when things are changing quickly). As leaders, we need to be able to adapt, adjust and figure out new strategies. That means letting go of, “Shoulda, woulda, coulda.” Make the decisionif it’s wrong, or something changes, consider your overall priority, make another decision, and keep going. The keys here are:

  1. Think of your goals or priorities as “hypotheses”if things change, the goal might have to change. That doesn’t mean you were wrong; it means things changed. 
  2. Don’t beat yourself up when it looks like something was wrong. Make a new decision given what you know now, and keep going.

Keep communicating: Let your team know what’s happening, including what you’re not going to do and what you don’t know yet. That last part might be scary when you think the boss needs to know the answer in order to be respectedbut the opposite is proving to be trueacknowledging what you don’t know and pledging to share the answer when you know it builds enormous trust and respect with your team. 

Also, now is the time to use a coach approach with your team, which will help keep information flowing from the frontline to senior staff. This is essential when you need to stay informed about the ground-level situation with your clients, stakeholders and supply chains.

People are as important as goals: During a crisis, it can be all too easy for leaders to put their whole focus on the business goals. While those are important, so is your teamand during this time of uncertainty, the people who will help you reach your goals need your support and empathy more than ever. In addition to checking in with your team, this is also a time to be flexible so your team can keep working without stressing about taking care of themselves and their families. 

I realize that might be part of the pressure that’s on you – balancing the demands from your boss and the need to be flexible and support the people reporting to you. If that’s the case, try thinking about the end goal your boss has and how flexibility with your staff might help you achieve it for the boss.  Or, use the tips above to work with a coach or trusted friends and mentors to explore new approaches, interesting ideas and other ways to solve the challenge while satisfying multiple needs.

Coach’s Questions:

How have your stresses changed during the pandemic crisis? What characteristics of burnout can you see starting to happen for you? What can you do to find support and avoid burnout? What would help your team?


The key benefits to solving problems, now

Do you feel like you’re constantly solving problems? 

For some folks, it’s as though they get one thing sorted and another pops up – or maybe the same kind of problem recurs. 

Bill Murray fans might call it a Groundhog Day situation, which sounds cuter than it feels, but the more technical term is being in a reactive cycle.

When someone is in a reactive cycle, it can feel like falling into the same hole week after week, month after month and year after year. 

Typically people: 

  • Push through and deal with the problem when it erupts again, and/or
  • Vow that next time will be different (and then they take care of the problem again and again).

It’s exhausting and unproductive if you’re just responding to crisis after crisis. 

Prevent problems before they happen

Our Admin officer, Tricia Hiebert, recommended I check out Dan Heath’s book, Upstream, in which he explores how to prevent problems before they happen. 

In the book, Dan explains: “We stay downstream, handling one problem after another, but we never make our way upstream to fix the systems that caused the problems. Cops chase robbers, doctors treat patients with chronic illnesses, and call-center reps address customer complaints… So why do our efforts skew so heavily toward reaction rather than prevention?”

In a recent podcast, Dan shared the parable that inspired the name of the book. It’s a public health parable that is commonly attributed to Irving Zola and it goes like this:

You and a friend are having a picnic beside a river, so you drape out your picnic blanket and just as you’re about to sit down and eat, you hear a cry from the river behind you. There’s a child struggling in the river apparently drowning, so you and your friend instinctively jump in, you fish out the kid, you bring him to shore. 

Then just as your adrenaline is starting to subside a little bit you hear another cry. There is another child in the river, so you jump back in the river, you grab the child and come back to shore. No sooner have you fished this child out then there are two more kids behind you struggling and drowning. So you begin this revolving door of rescue and it’s starting to get exhausting but the flow never ends. 

Then you notice your friend swimming to shore and stepping out as if to leave you alone. You say, “Hey, where are you going? I can’t do this alone! These kids need our help.” Your friend says, “I’m going upstream to tackle the guy who’s throwing all these kids in the river.”

It’s a quirky story to explain how many people run their lives and their business: They’re responding to crisis after crisis, but never fully realize that there is a solution to this exhausting cycle of stress and feeling overwhelmed. (Of course figuring out the root cause isn’t always as simple as walking upstream! And sometimes you need that two-pronged approach of saving the drowning children AND figuring out why there are always more kids in the river.)

The reality is that if you don’t start solving problems upstream, you might get it all done, but at what cost? Peace of mind? Wasted time? Maybe even losing a client? Some folks get so caught up in reacting that it damages their reputation: “They’re quick to help but it seems like that’s all they do, constantly solving problems but never preventing them.” Yikes!  

Why do we get stuck downstream?

In his book, Dan explains the three reasons leaders don’t move naturally into upstream problem-solving:

Problem blindness: If we don’t realize it’s a problem, we’re not going to solve it.

Pointing fingers: If we don’t take ownership over a problem, we can blame it on other people or other departments (and maybe even hope other people will fix it). If you have each party involved in a process take ownership and pretend they are solely responsible for the problems downstream, they will all identify various trouble spots.

We keep our heads down: If we just want to keep moving forward, we do so with tunnel vision. Instead of looking around to figure out why there’s an obstacle, we just endeavor to get past it as fast as we can.

I would add in a couple more:

Fatigue: Sometimes we know that the source of the problem is going to be difficult to solve and exhausting, so we put up with the smaller frustrations on an ongoing basis.

Politics: This ties in with Dan’s “keep our heads down” reason, but brings into it the notion that when others in the organization have an interest in the status quo, they don’t appreciate “trouble makers” or people pointing out problems. So sometimes, in the interests of our own career or our team’s success, we continue to be an excellent firefighter, squashing each problem as it occurs rather than risk pointing out the source.

Stop floundering downstream and look upstream

It’s hard when we’re in the midst of solving problems that are right in front of us and need our attention. But here are steps to help us shift perspective from dealing with the myriad small fires and figuring out how to prevent them at the source:

Don’t assume you know the solution: Dan gives many examples in his book of leaders in private and public sectors who were able to overcome big problems by moving to an upstream problem-solving mindset. But they don’t do it alone! Sometimes the frontline workers were the ones who were able to identify the source of the trouble. (Pro-tip: Here are the six characteristics of problem-solving leaders.)

Widen the focus: You may need to rally team members from across departments to effectively figure out how to prevent recurring issues. It’s possible that you’re blind to what’s actually causing the issues because it’s not happening within your area. Or, it could be that you’re so used to how things are that you can’t see the source or the solution – what you see are the symptoms of the problem – but someone with a slightly different vantage point can. Then you can get close to the problem and understand better how to fix it at the source. (Pro-tip: Working with a coach is a great way to see new perspectives and figure out new angles.)

Cultivate a culture where people can raise issues: Early in your career, did you ever see a solution to something but your boss didn’t want to hear it? It’s important that leaders encourage their team members to share feedback and bad news. Having early warning of an issue gives leaders time to fix the problem upstream before it’s really bad downstream. 

Fix problems instead of adapting to them: If something isn’t working, it’s human nature to adapt. The silly thing is that sometimes the problems that we keep stressing out over have simple solutions – but if we’re busy running from emergency to emergency those simple fixes might evade us. Instead of putting tape on the leaky pipe, call the plumber! For example, some companies spend a significant amount of money on staff to handle calls from clients. But what if there are a significant number of calls that could be preempted by providing answers so clients didn’t have to call for the same information over and over?

Stop rewarding busy work: Some folks aren’t motivated to find efficient solutions because “we’ve always done things this way” and they don’t feel it’s their place to look at solving problems upstream. It is just expected that everyone will do ten steps to get a result and then they may even brag about how busy they are because for some, busy still equates to importance.

What if you start encouraging people to share their ideas for streamlining and improving processes? It might be that to solve the source of the problem, leaders have to change systems and bureaucracy. 

Coach’s Questions:

When have you reacted to the same problem repeatedly? Can you think of where you are adapting instead of solving the problem? How can you shift from solving problems downstream to solving them upstream?

Build resilience alongside productivity as teams return to work

As many of us return to work, so much still seems strange and uncertain. How do we, as leaders, help our team members get things done?

Now is a time to choose to build resilience along with or perhaps even ahead of productivity. 

This isn’t an either-or situation. Teams can be resilient and productive, but a focus on resilience-building will help everyone to be able to come back from this whole COVID-19 situation stronger.

Folks have been dealing with a range of emotions through this crisis, from self-separating and learning to work remotely to managing grief and anxiety and working on the frontlines.

Difficulties and challenges can be draining, so building resilience will help your team members deal with changes and ongoing uncertainty about the COVID crisis as they heal emotionally and focus on their work goals.

What helps us to be more resilient?

According to psychologists, some of us innately have qualities that make us more resilient. These include:

  • Being optimistic
  • Having a positive attitude
  • Being able to regulate emotions
  • Seeing failure as an opportunity to improve

The good news is that skills that help to build resilience can be learned. As leaders, we can try to build resilience in ourselves and with our team members. 

Ways to build resilience include:

  • Breaking negative thought cycles: While limiting beliefs can hold you back, it’s possible to ignore negative self-talk and change the script to enabling beliefs. It can be very helpful to find a supportive friend, mentor or coach to help you find the courage to think and act differently. Similarly, you can use a coach approach to help your team members to ditch limiting beliefs during this difficult and trying time. Another technique to try is to imagine your best friend was dealing with this mistake, this defeat, this distress or depression, this feeling of being beaten. What would you say to a friend in this situation?  What would you say to honestly and genuinely help them see that they’re better than their belief? Now tell yourself.
  • Choosing to set healthy habits: All of us are better able to cope with stress and change when we’re well rested, eating healthy, exercising and finding meaningful social connections. Leading by example and encouraging your team to make physical and mental health a priority is particularly important during this time. Try just one habit. I’ve set a goal of going to bed earlier than I used to before. It’s easier than I thought since I seem to be so tired all the time nowadays. I don’t achieve success every night but when I do, it has had a noticeable improvement on the following day.
  • Focus on what we know and what we can control: It’s easy to get swept into worst-case scenarios during a crisis, especially when we don’t have all the answers. As a leader, part of your role right now is likely pushing back against catastrophizing. That means being open and honest when the answer to something is, “I don’t know right now,” or “I don’t know yet,” and following that with a “but.”  “But, we can do X,” or “But, we can try X,” or “But, we’re doing okay right now without knowing that yet.” It also means helping the team plan for the future when the future feels very uncertain – setting hypotheses to work toward rather than fixed goals. It could be having to acknowledge that, “given what we know now, our plan will be to do X” and then accepting that plan might need to shift or change, as circumstances change (for better or worse) and that’s okay.
  • Learning from mistakes: How we approach errors and setbacks can make a huge difference for how our team members handle things. Review our tips for how to find the emotional courage to make mistakes (and learn from them) so the folks you lead can roll with the punches and get back up after any bad knocks. Particularly now, in an uncertain time, we have to be willing to hypothesize about where we want to go, where we expect to be in the future and then roll with the punches as we move forward.  
  • Listen with an open mindset: If you follow our blog, you know that one of our common mantras at Padraig is, “listen to understand.” During this time when people are dealing with emotions around the pandemic and uncertainty in different ways, it’s helpful to be able to vent and express emotions without judgement to someone who listens with compassion. As leaders, we can listen mindfully and acknowledge difficult thoughts and feelings as part of the human experience. When people feel helpless, it can be helpful to consider the values that are important to your team and figure out ways to align current goals to those values rather than “reacting” to the reactions people are having.
  • Redirect scarcity thinking to abundance thinking: Some members of your team might default to scarcity thinking (which you’ll hear in comments like: there will never be enough, we have to hoard our skills and knowledge and fear the competition, if we don’t get this contract we’ll never make it, etc.) because they’re worried and feel anxious about all the unknowns. Model the seven ways to have an abundant mindset and try to lead your team members toward collaborating, trusting in their skills and abilities, thinking big and embracing risk.
  • Practice having an attitude of gratitude: When you as a leader express gratitude to your team members (individually and collectively), it helps your team feel hopeful and appreciated. When you privately express gratitude for all that you have, you become kinder, gentler and happier (not just with others, but with yourself, too). Being grateful can have a ripple effect, inspiring the same attitude in others so that it’s helpful for the well-being of everyone.
  • Pause when you need to: What’s that saying? You can’t pour from an empty cup. As leaders, we need to really make sure that we’re in the right headspace to make good decisions around planning and demonstrate effective leadership. You’re not mistaken – you are being asked to do a LOT. Make time for self-reflection and resting your mind because not every decision needs to be made instantly. Go for a walk without your phone or connect with a good friend to boost your mood, and then come back to work refreshed and ready to be proactive, not reactive.

Coach’s Questions:

What has been most unsettling for you and your team during the last few months? What can you do better to build your own resilience? How can you help your team members be resilient?

Simple methods to gain useful employee feedback

Last time we talked about accepting staff who bring forward problems. But, what if folks aren’t doing that?

As leaders, we’re used to giving feedback to our teams. But when was the last time you asked for employee feedback?

It might feel strange, particularly if you’ve worked for bosses who never sought your input about their own performance. But without feedback, it’s hard to gauge how you’re doing. 

Massively successful and powerful people have the confidence to check in with their teams to see how they’re doing. Leaders who ask for feedback to improve their own performance also build credibility when they offer feedback to their team members because they don’t dish it out if they can’t take it.

Bill Gates famously said in a TED talk about education: “We all need people who will give us feedback. That’s how we improve.” 

Now, some of us might dread asking for employee feedback. It feels uncomfortable and it might even make you feel threatened. 

If we operate above feedback, we’ll never know if we could do things better or differently.

There are times when you lead an organization that you will benefit from having team members who don’t tell what you want to hear, but what you need to hear. The challenge is to make decisions based on the best information possible.

When you have a really good foundation of trust with your team, you can guide the feedback process so that it’s beneficial for everyone. 

How to encourage staff to speak up

First, outline what kind of feedback you want. You don’t want to leave things wide open if all you really want to know is how the last project fared. Setting parameters upfront will help everyone know what to share:
             -Is everything fair game?
             -Do you want to know how people view your leadership style?
             -Are you interested in just the company operations?
             -Do you want input about certain projects?

Explain that feedback doesn’t have to be positive. You can learn a lot from feedback that isn’t positive! However, feedback should be honest, authentic and kind. Remind people this isn’t an opportunity to vent frustrations, but rather to help improve things.

Be clear about their expectations. In other words, ensure your employees understand what happens after people give you their feedback. Will you have a follow-up meeting to discuss next steps or are you taking things under advisement but you will decide? Will everything change? Might nothing change? Who decides? When?

Consider what this process means to you. Ask yourself: At the end of this meeting, what do I want? Practice keeping a neutral tone and listening to understand (not to respond!). If people begin venting rather than being constructive, guide them to focus on solutions or end results they would like to see rather than just the challenges.

Invite groups to meet with you on neutral ground. Sometimes folks need someone else to go first before they’ll share their own thoughts freely.  Invite a small group to meet with you over coffee in the boardroom, or to go for lunch somewhere with a private meeting space, to give you their feedback.

Engage one to one and see what you learn. On the other hand, sometimes folks don’t want to say anything negative in front of others, especially to the boss.  And, since getting called to the boss’s office can be intimidating, try “management by walking around.” Go and actually talk with your front line workers at their place of work, asking them what works well, what doesn’t and what they would do differently, if they could. When you’re doing that, look the part of an engaged leader. If the frontline is dirty and loud, walk around in jeans and a casual shirt with sleeves rolled up. You want to meet your people where they’re at.

Be curious. Let employees speak freely and take notes. This is a fact-finding mission and you don’t have to resolve things right now – but you do want to encourage folks to be specific. Pro tip: Prepare yourself to handle any negative feedback with grace and professionalism by reading how good leaders handle criticism as a refresher.

Model the behavior. Speak up to your own boss when you have valuable feedback to share.

After you’ve asked folks to give you feedback, take time to review what has been shared and then make a point of looping back. Be purposeful about getting back to people to tell them what became of their suggestions and feedback. Even if the feedback couldn’t be implemented, loopback and explain why.  

Studies show employees will continue to give feedback when they know what happened last time, but if they don’t hear back, they will start to think feedback is a waste of time – and they’ll keep their good ideas to themselves.

Going forward, build feedback from your team into some sort of regular schedule. Being asked to provide feedback that is valued and heard is an important way to keep your team engaged. To be effective, it can be formal or informal but it has to be sought with some frequency.

If you do want feedback on your personal style, your leadership abilities and how you’re seen as a leader you might consider an anonymous, professional feedback tool like a 360 assessment (or, 180, if you’re polling your staff). We use the EQi 360 to give leaders incredible insight into how they are seen by others around them, and to help them adapt in situations where other styles are needed.

Coach’s Questions:

When was the last time you asked your team members for feedback? What areas of your work could benefit from some honest feedback right now? How can you start encouraging honest feedback from your team this week?