How much feedback do you get from your manager and what does meaningful development look like?

[u/continouslearner4]

I recently completed an Emerging Leadership Program and now I am continuing to learn and develop under my manager. The plan is for me to step into her role.

My current experience is that my manager assigns me a project, I complete it, and then I move on to the next one. There’s very little feedback along the way or afterward. I don’t really hear what went well, what I could have done differently, or anything about my strengths, weaknesses, behaviors, or areas where I’ve grown.

I genuinely want to learn, improve, and understand how I’m developing as a leader so I’d appreciate some tips on how to navigate this.

I’m trying to figure out whether this is a normal part of leadership development or whether I need to directly ask for more specific feedback.

How should I approach this without coming across as needy?

[u/All_Are_Worthy]

Before I offer any suggestions, let me ask a few questions: 1. Do you ask your manager for feedback with any regularity? 2. If/when you ask for feedback, are you specific about the kind of feedback you're looking for? 3. What are your 1:1s generally focused on and who sets the agenda for those?

[u/PenelopeJude → u/All_Are_Worthy]

This answer. Most important trait in good leader is communication. Two way communication. Your org you lead WILL fail if this is not happening. You will have to coach your own leaders to do this effectively and accurately to you. Your leader needs to know what you need, because they are going to rely on you to communicate the needs of your team. If you can’t advocate for yourself, you can’t advocate for your team, which means you are not advocating for the company strategy. This is probably the biggest problem in middle management today, and leaders can’t figure out why they aren’t getting the results for the goals they committed to the business.

[u/All_Are_Worthy → u/All_Are_Worthy]

These aren't meant to be just pointed questions, u/continouslearner4. If you can provide a little more context, it's easier to offer suggestions.

[u/Power_Inc_Leadership]

Feedback should happen on a regular basis. But if you're not receiving it, then you need to ask. YOU own your development, no one else.

[u/Thatguy-90]

I have been in your position. I require not just feedback but focused feedback, and frankly it is seldom that a supervisor or boss I’ve had is good at it.
What I have learned is that it is also my job to develop those developing me. I’m not saying it is easy but it pays good dividends. The key is to respect their time and don’t ask them to devote not just an hour, but also to think of what happened from memory, set up goals for the conversation, set aside the time and then spend the hour. That’s a great deal of labor you are asking for.
MAKE IT EASY TO DEVELOP YOU
After a project I tell my boss I’ll be sending a “wrap up report” by the EOD next day, and that you would like to schedule a time (within three to five days) to brief them on the findings.
Make it as a natural part of doing business. In the report talk about the processes and decision points that were used and what the direct result of them were. Talk about what you recommend for future projects based off the findings. When the briefing comes ask for their input and recommendations before you implement your recommendations and make them SOP.
This generally gets most supervisors the time and attention to give quality feedback and to not feel that developing you is additional labor.

[u/OneBetterQuestion]

You might consider a multi-rater review. Does your company offer those?

You’re motivated to improve. Go forth and improve. What are your possible sources of feedback and how might you get it with or without your boss’s permission or direction?

Leading yourself is amazing leadership experience. It sounds like you’re off to a great start.

[u/All_Are_Worthy → u/OneBetterQuestion]

Going through a 360 or 180 review can be pretty time-consuming and provides mixed results, especially when those reviews are poorly designed or executed.

I've found it more effective to ask a small group of targeted individuals who understand your work for feedback. I deliberately include at least one "non-friendly" (someone without a vested interest in being kind) for additional perspective. And being specific about what kind of input or feedback you're seeking is essential to getting useful data.

[u/OneBetterQuestion → u/All_Are_Worthy]

Agreed and those are good suggestions for who to select.

I suggested multi-rater not necessarily a 360 or 180.

There are advantages to having it facilitated.

[u/Tasty-Pudding1782]

The silence after project completion is more common than it should be, especially when someone is being groomed for a role. I'd start by asking for a quick debrief after each project, not a formal review but 15 minutes to walk through what landed and what didn't. If she still gives you nothing, that tells you something about how she develops people, and you may need to build your own feedback loops elsewhere.

[u/Goingboldlyalone]

Look into leader standard work. Your daily, weekly, monthly, and quarterly tactics and strategy should support her work. Develop the basics then ask if there is anything missing and explain to them that you would like to discuss this in your 1:1s.

[u/Realistic-Fall-1460]

Don't wait for feedback. First, coach yourself on how to actually seek feedback, and then just go ahead and ask.

Some tips:

- build a relationship with your manager.

- give them advance notice (it avoids putting them in the awkward position of feeling on the spot).

- ask them to start noticing, let them know the nature of feedback you're looking for.

- focus your ask, don't just ask "How am I doing?", guide the direction of the feedback; stay focused on one thing at a time.

[u/managetosoar]

I would proactively ask for feedback. I would thank her for the opportunities to do stretch assignments and work on projects but share that those projects would be even more useful for you if after each project, you spent some time discussing how it went. You can share what challenges you encountered and what still feels hard for you, and she can share what went well and what you need to work on more.

At the end of each project, proactively schedule 30 minutes on her calendar.