Training Exclusive FEEDBACK AS FUEL, NOT FRICTION For leaders in rapid ascent, feedback is vital. So why is feedback so rarely sought and given? Here’s how to ensure your fastest-growing leaders are getting the feedback they need. BY MATTHEW J. PAESE, PH.D. F 56 act: Most feedback is delivered badly. Constructive input is tough to deliver, and even when intentions are good, it usually lands cold and prickly as straight-up criticism. And no one likes to be criticized. That’s particularly true for successful leaders who have sweated it out to get where they are in their careers, and even more so for those bounding up the ladder. Many are seen as having heaps of leadership potential, so their development is accelerated in hopes that they can take on bigger roles sooner and help the company fill crucial leadership gaps. Too much feedback (ahem, criticism) can drain the confidence and stamina that’s so essential for survival. So guess what? Most don’t ask for it, and few are inclined to give it. A vicious cycle spins. Accelerated growth sputters. But leaders in rapid ascent face big risks, both business and personal. Accelerated development requires taking on more responsibility, and being placed on the spot to produce results—often with insufficient experience. It’s all aimed at growing capability, closing development gaps, and address-ing any negative personality traits (derailers) that might hold them back. So in the high-risk world of rising stars, operating www.trainingmag.com | NOVEMBER/DECEMBER 2016  training