You CAN Handle the Truth: How getting and receiving feedback increases your impact as General Counsel

Getting and Receiving Feedback: A Guide for Senior Lawyers

Getting and receiving feedback can be one of the most stressful aspects of your role as a leader. As senior lawyers, we often dread hearing constructive criticism about our performance. As high achievers, we dislike hearing that we have fallen short in any way. Giving feedback to your team or peers can be equally challenging. We don’t want to offend or demotivate anyone. So, we either skip the opportunity to provide feedback or dilute our commentary so much that the recipient misses the message we intend to convey.

Thus, reviews can serve as a key tool to improve your performance.

The Importance of Feedback

Feedback is essential for growth. It helps us understand our strengths and weaknesses. When we receive constructive criticism, we have the chance to reflect and make necessary changes. This process is not just about receiving feedback; it’s also about creating an environment where feedback flows freely.

Getting Reviewed

To ensure that you reap the benefits of feedback from your manager or leader, keep the following considerations in mind:

• Don’t Avoid Your Review!

It’s easy to duck out of scheduling your review. The annual review period is hectic. Your CEO is likely meeting with each member of the management team, fitting these sessions between customer meetings and other commitments. If your session gets canceled or isn’t scheduled, no one may remember to reschedule. While it might seem like a good idea to skip it (since you dislike reviews), this is a big miss for your personal development. Make sure to get on the CEO’s calendar for a slot that allows for a meaningful discussion.

• 360-Degree Review or Not?

If your company requires a 360-degree review, you’ll hear what your direct reports think of your performance, along with your CEO's perspective. If your company doesn’t have this practice, consider asking your HR leader to arrange one for you. Hearing what is going well—and what can be improved—is invaluable. Assure your direct reports that their feedback will remain anonymous. This creates a culture of transparency and openness, which is essential for high-performing teams.

• Listen to All Information Delivered

Great lawyers must learn to be great business executives, and there’s an unavoidable learning curve. In any review, there will be positives (hopefully many!) and some suggestions for improvement. Overachieving GCs often dismiss positive feedback, thinking, “Of course, I am good at A, B, and C,” while overemphasizing criticism. This “negative first” mindset is counterproductive. When you focus solely on criticism, you limit your discussion with your CEO. Ideally, your review should give you a chance to discuss your entire performance and how you can contribute more meaningfully to the company’s growth. If you feel overwhelmed by feedback, take time to digest it and schedule a follow-up with your CEO to understand what actions you might take to enhance your performance.

• A Good Review is a Dialogue, Not a Monologue

In your review, you will listen carefully to the feedback your CEO provides. However, it’s also a chance for you to speak honestly about your career goals and ambitions. One-on-one sessions with the CEO are rare, so make the most of this uninterrupted time. Let your CEO know what you want for yourself and ask how you can achieve your ambitions within the company. CEOs want a high-performing executive team, and your desire to be impactful is a positive signal. Engaging in this discussion can lead to a better understanding between you and your CEO, paving the way for more dialogue in the future.

Reviewing Your Team Members

Reviews can feel burdensome—they take time to prepare, and you are busy! However, reviewing your staff is essential for creating and maintaining a high-performing team. Frequent, honest feedback will help you and your teammates work more effectively.

• Give Feedback Frequently—and Make it Timely

Providing feedback once a year deprives you and your direct report of immediate insights that allow for course correction. Share your feedback as work progresses or when a project is completed. The immediacy of the conversation makes the feedback relevant and useful.

• Deliver Criticism Clearly and Straightforwardly

Before speaking to your direct report, clarify your message. Open, honest, and direct feedback should be easily understandable, allowing the person to act on it. Avoid diluting hard feedback with a “compliment sandwich.” People know when you’re softening a hard message. Just say what needs to be said and give the person a chance to discuss the feedback—either immediately or after they’ve had time to process it.

• Treat All Direct Reports Equally

Research shows that male supervisors often hesitate to give hard feedback to female reports for fear of upsetting them. While this may feel like kindness, it can be detrimental to your team. Everyone needs feedback, and soft-pedaling a message doesn’t benefit anyone. Trust me, the women on your team can handle whatever you have to say.

Embracing the Feedback Process

You want to be the best leader possible, and reviews are an invaluable learning tool for you. Mastering the practice of giving and receiving feedback in a straightforward manner, in a setting that allows the listener time to absorb your message, is essential for stellar leadership. So, stop avoiding these discussions. Embrace the opportunity to learn and grow, both for yourself and your team members.

In conclusion, feedback is a powerful tool. It not only helps us improve but also fosters a culture of growth and transparency. By engaging in honest conversations and being open to constructive criticism, we can enhance our leadership skills and contribute to the success of our teams. Remember, feedback is not just about pointing out flaws; it’s about building a path to success together.

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