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How to Get Honest Employee Feedback from Your Team

Sep 22, 2021 | Leadership Mindset, Online Resources, Performance Management, Team Effectiveness

Do you think you can get your team to give you honest feedback? Like no-holds-barred honest? Many of my clients tell me they struggle to get real feedback from their direct reports and I’m not surprised. Does this story sound familiar? One of my senior clients recently received the results of his 360 report and was surprised to learn that his team felt they weren’t being mentored effectively by him. None too pleased with this, he walked out into the office and proceeded to go desk to desk. “Was this comment from you? Do YOU think I’m a good mentor? Do you have a problem with the way I mentor?” Unsurprisingly, pretty much everyone told him that no, no, everything was fine, and THEY weren’t the ones who had taken issue with his mentorship style.

Do you think you can get your team to give you honest feedback? Like no-holds-barred honest?  

Many of my clients tell me they struggle to get real feedback from their direct reports and I’m not surprised.

Does this story sound familiar? One of my senior clients recently received the results of his 360 report and was surprised to learn that his team felt they weren’t being mentored effectively by him.

None too pleased with this, he walked out into the office and proceeded to go desk to desk. “Was this comment from you? Do YOU think I’m a good mentor? Do you have a problem with the way I mentor?”

Unsurprisingly, pretty much everyone told him that no, no, everything was fine, and THEY weren’t the ones who had taken issue with his mentorship style.

The result of all this?

  • The team members felt even less inclined to be honest about their concerns in the future.
  • The CMO thought he didn’t need to change anything because he’d terrified his staff into telling him what he wanted to hear.
  • The mentoring problem remained unsolved.

Struggling with how to interpret and act on feedback like a 360 report? Our executive coaching helps leaders turn tough feedback into transformational growth.

Now granted, this is a more extreme case. However, even well-meaning CEOs have trouble getting honest feedback because it feels uncomfortable to tell our boss what we really think when they hold power over the purse strings.

I don’t want this to happen to you or your team! Read on for tips about how to elicit honest, helpful feedback from your direct reports.

 

4 Steps to Get Honest Feedback from Your Team

 

1) Create a culture of honesty and feedback from the outset

It shouldn’t feel wildly out of character for you to ask your team for feedback. When you ask them to take part in a 360 assessment, it shouldn’t be the first time you’ve ever elicited their input.

When we make space for frequent feedback in our company culture, our direct reports know we value them and their opinions.

How often are you asking for feedback? Twice a year? Once a month? Once a week?  How will you know how effectively you are leading your team if you don’t ask how you are impacting them? I’ve seen it work really well for a boss to ask for feedback in 1:1 direct report meetings about once a month. And this can start small! Ask them how they feel about the donuts that are served in meetings, the desk chairs they’re using, or the holiday party DJ.

But, of course, move on from there to questions you have about your leadership and their experience of the company:

  • What’s your favorite thing about coming to work at our company?
  • What aspects make you want to stay in bed and hit the snooze button?
  • If you could change one thing about our culture, what would it be?
  • How effective are the team meetings I facilitate? What could I do to make them more effective?
  • Who’s the best boss you have ever worked for before coming to work on our team? Why? What suggestions do you have for me based on your experience with them?

You get the idea (or for more ideas, see this post on retaining your best employees). If you start by asking them for feedback on small things and they see you making changes based on their feedback — like swapping bagels for donuts — they’re much more likely to give you honest feedback about the big stuff.

2) Dig in when asking for feedback

The first few times you ask your direct reports for feedback, you might get a lukewarm “everything’s fine, whatever you think is best” style response.

When you truly want your team’s feedback on something — keep asking them for it. It might take multiple requests and multiple months, but if you continue asking, you’ll eventually get some helpful answers because you are showing you are tenacious and really serious about getting feedback.

Not getting traction with your team’s feedback loops? Take our EDGE assessment to understand how your leadership style is perceived — and how to better connect.

3) Be honest + genuine when you ask for their input

Tell them why you want this feedback in the first place and what you hope to do with it. Explain your goals as a leader and how their feedback can help you, the team, and the whole company.

Many direct reports view 360 Feedback Surveys as a necessary evil mandated by HR, a space to write a few milquetoast criticisms that will never be addressed. But if your team
understands how impactful their feedback can be and how important it is that they’re forthcoming, they’re more likely to be honest about where there are opportunities for growth.

4) Once you get the feedback, do something with it

First and foremost, thank everyone who took the time to give you feedback — regardless of whether that feedback was positive or negative. Make sure they know that they’ve helped both you and the company by being honest.

Most importantly, do something with the feedback they’ve mustered the courage to give you. If several people mentioned that your meetings run too long, figure out how you can make them shorter. If some people wished you phrased your criticism more diplomatically, work with a leadership development coach to strengthen that skill.

And make sure your team realizes that you’re making these changes because of their feedback. Awkward as it may sound, you might have to specifically point out that you’re making a change based on their input.

Next time you send out a meeting invite, you could add a line that says “No, your eyes do not deceive you! This meeting is, in fact, only 20 minutes. It seems everybody prefers shorter meetings — I appreciate that feedback!”

4 Steps to Get Honest Feedback from Your Team

Do you need help getting honest feedback from your team? We’d love to help you create an environment where that can happen. Click here to learn more about how we can help.

1 Comment

  1. Johnny Martin
    Johnny Martin on December 12, 2019 at 2:26 pm

    Susan – I hope all is well .
    I really enjoy your emails . Very informative and Practical !
    Your doing great work !

    Happy Holidays and good luck to
    Your Steelers !

    Best ,
    Johnny Martin

Submit a Comment

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Ultimate Delegation Guide | Meritage Effective Leadership Consulting

Do you think you can get your team to give you honest feedback? Like no-holds-barred honest?  

Many of my clients tell me they struggle to get real feedback from their direct reports and I’m not surprised.

Does this story sound familiar? One of my senior clients recently received the results of his 360 report and was surprised to learn that his team felt they weren’t being mentored effectively by him.

None too pleased with this, he walked out into the office and proceeded to go desk to desk. “Was this comment from you? Do YOU think I’m a good mentor? Do you have a problem with the way I mentor?”

Unsurprisingly, pretty much everyone told him that no, no, everything was fine, and THEY weren’t the ones who had taken issue with his mentorship style.

The result of all this?

  • The team members felt even less inclined to be honest about their concerns in the future.
  • The CMO thought he didn’t need to change anything because he’d terrified his staff into telling him what he wanted to hear.
  • The mentoring problem remained unsolved.

Struggling with how to interpret and act on feedback like a 360 report? Our executive coaching helps leaders turn tough feedback into transformational growth.

Now granted, this is a more extreme case. However, even well-meaning CEOs have trouble getting honest feedback because it feels uncomfortable to tell our boss what we really think when they hold power over the purse strings.

I don’t want this to happen to you or your team! Read on for tips about how to elicit honest, helpful feedback from your direct reports.

 

4 Steps to Get Honest Feedback from Your Team

 

1) Create a culture of honesty and feedback from the outset

It shouldn’t feel wildly out of character for you to ask your team for feedback. When you ask them to take part in a 360 assessment, it shouldn’t be the first time you’ve ever elicited their input.

When we make space for frequent feedback in our company culture, our direct reports know we value them and their opinions.

How often are you asking for feedback? Twice a year? Once a month? Once a week?  How will you know how effectively you are leading your team if you don’t ask how you are impacting them? I’ve seen it work really well for a boss to ask for feedback in 1:1 direct report meetings about once a month. And this can start small! Ask them how they feel about the donuts that are served in meetings, the desk chairs they’re using, or the holiday party DJ.

But, of course, move on from there to questions you have about your leadership and their experience of the company:

  • What’s your favorite thing about coming to work at our company?
  • What aspects make you want to stay in bed and hit the snooze button?
  • If you could change one thing about our culture, what would it be?
  • How effective are the team meetings I facilitate? What could I do to make them more effective?
  • Who’s the best boss you have ever worked for before coming to work on our team? Why? What suggestions do you have for me based on your experience with them?

You get the idea (or for more ideas, see this post on retaining your best employees). If you start by asking them for feedback on small things and they see you making changes based on their feedback — like swapping bagels for donuts — they’re much more likely to give you honest feedback about the big stuff.

2) Dig in when asking for feedback

The first few times you ask your direct reports for feedback, you might get a lukewarm “everything’s fine, whatever you think is best” style response.

When you truly want your team’s feedback on something — keep asking them for it. It might take multiple requests and multiple months, but if you continue asking, you’ll eventually get some helpful answers because you are showing you are tenacious and really serious about getting feedback.

Not getting traction with your team’s feedback loops? Take our EDGE assessment to understand how your leadership style is perceived — and how to better connect.

3) Be honest + genuine when you ask for their input

Tell them why you want this feedback in the first place and what you hope to do with it. Explain your goals as a leader and how their feedback can help you, the team, and the whole company.

Many direct reports view 360 Feedback Surveys as a necessary evil mandated by HR, a space to write a few milquetoast criticisms that will never be addressed. But if your team
understands how impactful their feedback can be and how important it is that they’re forthcoming, they’re more likely to be honest about where there are opportunities for growth.

4) Once you get the feedback, do something with it

First and foremost, thank everyone who took the time to give you feedback — regardless of whether that feedback was positive or negative. Make sure they know that they’ve helped both you and the company by being honest.

Most importantly, do something with the feedback they’ve mustered the courage to give you. If several people mentioned that your meetings run too long, figure out how you can make them shorter. If some people wished you phrased your criticism more diplomatically, work with a leadership development coach to strengthen that skill.

And make sure your team realizes that you’re making these changes because of their feedback. Awkward as it may sound, you might have to specifically point out that you’re making a change based on their input.

Next time you send out a meeting invite, you could add a line that says “No, your eyes do not deceive you! This meeting is, in fact, only 20 minutes. It seems everybody prefers shorter meetings — I appreciate that feedback!”

4 Steps to Get Honest Feedback from Your Team

Do you need help getting honest feedback from your team? We’d love to help you create an environment where that can happen. Click here to learn more about how we can help.

Let’s be honest: if you’re waiting for things to “settle down,” you’re going to be waiting a long time. 

Disruption isn’t a phase—it’s the backdrop of modern business. Market volatility, supply chain issues, AI-driven competition… The only thing certain about the future is that it’s uncertain. 

So why do some leaders thrive in this chaos while others struggle to keep up? 

It’s not luck. It’s resilience. 

Resilient leaders don’t just react to disruption. They anticipate, adapt, and make bold moves—even when they don’t have all the answers. They don’t get stuck in hesitation or overwhelmed by uncertainty. 

If you want to be the kind of leader who guides your team through disruption with confidence—not the one scrambling to keep up—start strengthening these five traits today. 

75% of employees with highly empathetic managers report being committed to their jobs, compared to just 33% of those with less empathetic managers

1. Adaptability: Pivot Without Losing Focus

Here’s the truth: rigid leaders get left behind. 

A McKinsey study found that companies that adjusted their business models quickly during the COVID-19 crisis saw 30% higher revenue growth than those that hesitated. That’s because adaptability isn’t just about surviving change—it’s about staying ahead of it. 

The best leaders make adaptability part of their strategy, not just a last-minute scramble. 

organizations promoting collaboration are 20% more likely to outperform their peers.

Try this: 

  • Create a “Rapid Response” Team. Who’s your go-to group when unexpected challenges hit? In private equity, this might be specialists who stabilize newly acquired firms. In tech, it could be a cross-functional team monitoring AI-driven market shifts. 
  • Run “Pre-Mortems.” Before launching a new initiative, ask: “If this fails, why will it fail?” This helps you identify blind spots before they become real problems. 
  • Use Scenario Planning. Instead of betting on one outcome, map out multiple possibilities. How will you pivot if market conditions shift faster than expected? 

Great leaders don’t get stuck in outdated models. They stay flexible and keep their teams moving forward.

 

2. Clear Workplace Communication: Bring Order to Uncertainty

 

Uncertainty breeds fear. And when people are scared, silence from leadership is the fastest way to lose trust. 

But too many leaders either communicate too little (leaving their teams confused) or too much (burying them in irrelevant details). 

Gallup research shows that employees who trust their leaders are 61% more likely to stay with their company. That trust is built through consistent, clear, and confident communication. 

 

Try this: 

  • Use the 3-Point Messaging Model every time you update your team:  
  • What we know – Provide facts, not speculation. 
  • What we don’t know – Acknowledge uncertainty rather than making empty promises. 
  • What we’re doing next – Outline the next steps, even if they evolve. 
  • Follow the “5-15” Rule. Five-minute high-level updates keep teams informed, while 15-minute deep dives should be reserved for when they’re actually needed. 
  • Master Radical Candor. Be direct and empathetic. Teams don’t need sugarcoating, but they also don’t need unnecessary panic. The best leaders strike that balance. 

Resilient leaders bring clarity when everything else feels chaotic.

 

3. Emotional Intelligence in the Workplace: Stay Steady Under Pressure

 

Ever walked into a room and immediately felt the tension? 

That’s leadership energy at work. Whether they mean to or not, leaders set the emotional tone for their teams. 

If you’re panicked, your team will be too. If you’re distracted, they’ll feel unmoored.  

A Workforce Institute study found that 1 in 3 employees feel their manager doesn’t recognize the emotional impact they have on their team. 

Accountability isn’t about micromanagement—it’s about trust.

Try this: 

 

  • Know your triggers. When do you get defensive? When does frustration creep in? Self-awareness is step one to self-regulation. 
  • Read the room. Pay attention to signs of burnout or disengagement. If energy is low, it’s time to reset expectations and reinforce support. 
  • Listen first. Instead of jumping straight to solutions, ask, “What do you need most from me right now?” 

Resilient leaders don’t just manage operations—they create stability in uncertain environments. Developing emotional intelligence is a core pillar of modern executive coaching and high-performing team dynamics.

 

4. Decisive Leadership: Make Bold Calls Without All the Data

 

Ever heard someone say, “I just need more information before I decide”—and then… they never actually make the call? 

Waiting for perfect data is a great way to miss an opportunity. 

In fast-moving industries like technology—where AI and cybersecurity risks shift overnight—executive leaders must decide fast or get left behind. 

 

Try this: 

 

  • Use the 70% Rule. Make decisions when you have 70% of the information you wish you had. If you wait for certainty, you’ll be too late. 
  • Apply the OODA Loop (Observe, Orient, Decide, Act). This military framework helps leaders move quickly in uncertain environments: 
    • Observe – Gather what intelligence you can.
    • Orient – Analyze the situation with your best available information.
    • Decide – Make the best call with what you know.
    • Act – Move forward, adjusting as new data emerges. 
  • Trust your expertise. The best leaders recognize when a decision is “good enough” to move forward—and refine later. 

Case in point: Microsoft’s Satya Nadella bet on cloud computing before the market fully shifted. His bold decision doubled Microsoft’s valuation. That’s the power of decisiveness over hesitation.

 

5. Forward Thinking: Anticipate Disruption Before It Happens

 

The best leaders don’t just react to disruption—they see it coming. 

PwC’s CEO Survey consistently finds that leaders who prioritize strategic foresight outperform competitors during downturns. 

They invest in resilience before they need it. 

 

Try this: 

 

  • Build a Leadership Pipeline. Private equity firms restructuring companies often develop future leaders early—so they’re not scrambling when a key executive leaves. 
  • Use Predictive Analytics. AI-driven forecasting helps healthcare and tech executives spot market shifts before competitors react. 
  • Foster a Culture of Proactive Problem-Solving. Encourage employees to anticipate challenges instead of reacting in real time. 

Companies led by forward-thinking executives are 2.8 times more likely to be industry leaders in five years. Those who prepare today win tomorrow. 

 

Resilience Isn’t a Trait—It’s a Leadership Skill 

 

The best executives don’t just get through disruption—they use it as a competitive advantage. 

Strengthening these five traits requires deliberate effort: 

  • Adaptability – Build flexibility into your strategy before you need it.
  • Communication – Bring clarity and confidence to uncertainty. 
  • Emotional Intelligence – Regulate stress and keep teams engaged. 
  • Decisiveness – Move fast with limited information. 
  • Forward Thinking – Prepare for the next disruption before it hits. 

Resilience in the workplace isn’t about survival—it’s about positioning yourself for long-term success. 

Accountability isn’t about micromanagement—it’s about trust.

Ready to Lead With More Resilience? 

At Meritage Leadership, we offer executive leadership development programs that help executives build resilience in the workplace, foster accountability, and lead high-performing teams with clarity, confidence, and impact.

If you’re ready to build resilience into your leadership strategy, let’s talk. 

➡ Learn More at www.meritageleadership.com 

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