Feedback as a Growth Engine for Leaders

9 hours ago
4 min read

Penny Izlakar

Part 4 – Feedback as a Growth Engine for Leaders

Feedback is essential to leadership growth. Prioritizing feedback accelerates

development for both individuals and teams.

Feedback may feel uncomfortable or time-consuming, but when used well, it leads to

clarity, connection, and improvement rather than criticism.

Feedback closes the gaps between how we see ourselves and how others perceive us,

clarifying our strengths and areas for improvement.

Embracing feedback enables growth beyond courses and reviews.

I valued feedback for growth, but giving it in a leadership role proved to be more

challenging. I worried I’d seem harsh or unlikable, so I often avoided tough

conversations.

By holding back, I became less effective. Avoiding feedback didn’t protect

relationships—it limited others’ growth.

Ironically, I got frustrated when leaders told me I had nothing to work on. I wondered if

they were, like I was as a new leader, avoiding discomfort.

That taught me real leadership isn’t about being liked—it’s about caring enough to share

the truth so others can grow.

Reframing Feedback: It’s About Growth, Not Criticism

Most people tense up at 'feedback,' expecting criticism, but genuine feedback is about

personal and professional growth.

Leaders who grow quickly treat feedback as data, not drama—just information on

what’s landing, what’s missing, and what improves next time.

If you see feedback as a growth opportunity, each conversation can strengthen your

leadership and self-awareness.

Practical Tips:

Request feedback regularly by asking, “What’s one thing I could do better to support you?”
Start now—progress begins with awareness, not perfection.
Thank others for feedback before responding. "Thanks for sharing—that helps."

The first time I got constructive feedback, I was ready for it. It transformed me. I realized

I was working for a great leader—someone who cared about my growth and long-term

success.

Was the feedback hard to hear? Yes. I thought I was strong, but discovered blind spots.

The experience showed me that feedback isn’t judgment and that my leader believed I

could improve.

That leader fundamentally shaped how I show up today as a leader who is comfortable

giving constructive feedback by modeling the courage and candor I now bring to

feedback conversations.

How to Receive Feedback Without Defensiveness

Even experienced leaders struggle. The urge to defend is natural, but it blocks learning.

Pause before responding. Feedback isn’t a verdict; it’s a perspective worth learning

from, even if you disagree.

I had to learn how to receive feedback without immediately jumping in to explain or

defend myself. Instead of reacting, I started practicing simple responses, such as “I

understand,” “Can you give me an example?” or simply “Thank you for the feedback.”

Sometimes I share my intention, acknowledge their view, and thank them for honesty.

Listening before explaining builds trust and teaches me more each time.

I've learned not to accept all feedback at face value. Early on, seeking too much left me

confused. Now, I focus on what matters to me.

When giving feedback, I say, 'It's your choice what to do with it.' Listen openly, decide

what’s valuable, and act where it matters. You choose how you grow.

Try this approach:

Listen fully before reacting. Don’t prepare your response while they’re still talking.
Acknowledge and clarify. “I appreciate that—can you share an example so I can understand better?”
Reflect later. Take the time to decide what to change or keep.
Follow up. Tell them how you acted on input—it reinforces openness.

Leaders who receive feedback gracefully build more trust, credibility, and influence than

those who appear flawless.

Building a Culture of Feedback in Your Team

Feedback shouldn’t be annual. Make it part of your team’s daily rhythm.

When leaders model openness, feedback is safe and valued. It shifts from evaluation to

collaboration.

Feedback should be timely, but timing matters. If emotions are high, no one is ready to

listen or grow.

When emotions are running high, I wait a day before providing feedback. The space

allows me to frame it constructively, and others can reflect on it as well. Often, they

realize something went wrong, so feedback is received more effectively.

I don’t wait too long—usually until the next 1-on-1 unless it’s urgent. When I give

feedback, I say it’s from support, not judgment: “I’m sharing this because I care about

your growth.”

I hold myself to the same standard. I regularly ask my team for feedback on my

leadership, especially when I sense I could improve. It keeps me grounded and shows

that growth is a two-way process.

Normalize it—make feedback part of 1:1s and project retrospectives.
Go first: ask your team for feedback before giving any. (“What’s one thing I could do differently?”)
Praise publicly, coach privately. Both are forms of feedback that build trust.
When someone takes feedback well, acknowledge their effort—this reinforces the behavior.

When feedback flows, learning accelerates—and teams grow together. Teams that talk

openly about what’s working (and what’s not) don’t just perform better—they trust more

deeply.

Personal Reflection Prompt

Take 10 minutes this week to reflect: "What feedback truly changed how I lead?"

Then ask, “When was the last time I requested feedback on purpose?”

Real growth happens when you stop waiting for feedback—and start inviting it.

Final Thought

Feedback is not about perfection—it's about growing as a leader. It takes courage to

receive and generosity to give. Approach feedback with curiosity, and every

conversation becomes an opportunity to grow.

As a leader, your example sets the tone for others to follow. When your team sees you

actively seek feedback, listen with openness, and make real changes, it shows that

growth is valued. A feedback culture turns feedback into a path for team success and

ongoing improvement.

3 Key Takeaways

Feedback fuels growth. It’s not personal—it’s information to help you improve.
Giving feedback requires courage and empathy. Balance honest input with understanding to help others improve and build trust.
Receiving feedback well is a leadership asset. It builds trust, self-awareness, and resilience.

One Action Today

Before your next 1:1, ask your team member: “What’s one thing I could do

differently to make your work easier or more effective?”

Then—just listen.