This fall, I’ve been working with a leadership team to build a more honest, reciprocal feedback culture. Today was the closing session in a two-month learning arc. From the team:
“Feedback feels less intimidating.”
"I have more self-awareness in conversations."
"I'm creating more space for two-way feedback — not just giving it, but asking for it."
This didn't happen in a vacuum.
It took a brave leader to ask her team to set aside old patterns and try something new — and create space for them to be brave, too. She encouraged regular practice, which was the backbone of their learning. And she let them know that messing up is part of the game. It actually IS the game.
I don't see these as surface-level shifts — for her or for her team. What I see is leadership identity growth earned through blood, sweat and trying new things.
Also there's more context.
This team is mid-reorganization. Their roles are changing, and they won’t be all together much longer.
So, while it may be tough to lose the support for this learning, it also means their new skill and leadership will scatter like seeds across the company.
If you're curious, this was a Radical Candor training I facilitated using Clean Language/Systemic Modeling. My goal was to create just enough structure and freedom for people to think, learn and grow independently.
