Building a Culture of Feedback

In an industry where cultivating guest relationships is critical to success, operators often forget that developing positive relationships with the people serving those guests is equally, if not more, important. 

I learned this lesson during my first job as a line cook, often working 10 to 12 hours a day, five to six days a week. I loved the challenge of the job and found the pace exhilarating. But over the course of a year, I also found the work environment to be extremely inequitable, discriminatory, and not conducive to long-term success. There was no forum for providing feedback to the executive chef, nor any opportunity or interest in telling me how I might improve my work.

Without a culture of feedback, once a month or so, after a grueling shift, I would march into the chef’s cramped office – which was a closet under the stairwell – and threaten to quit. This happened several times over the course of six months until the last time I threatened to quit, he simply said: ‘you know what, you are in here once a month threatening to quit, go.’ And just like that, I was out of a job and they were down a line cook. 

Continuous Feedback or Two-Way Communication

You often hear the term "continuous feedback" to describe making regular feedback a part of work culture. However, I prefer the term "two-way communication" because it captures the heart of continuous feedback without implying an unsustainable constant flow. Two-way communication goes beyond quarterly performance reviews, which often fails to provide real opportunities for meaningful exchanges. True feedback culture is a two-way street. 

Two-way communication goes beyond quarterly performance reviews, which often fails to provide real opportunities for meaningful exchanges. True feedback culture is a two-way street. 

It’s not just about delivering feedback to make employees better contributors but also about being open to hearing how the company can better support them. This includes removing obstacles, providing tools and resources, and helping employees achieve their professional long-term goals, making them feel valued and supported. 

People want to, and should, know how they are doing on an ongoing basis. No one should ever be surprised during a quarterly or mid-year review about their performance because our most important job as managers and leaders is to give our team members the tools they need to do their jobs effectively.

Two-way communication is essential for personal and professional growth. It encourages a culture of continuous improvement, open communication, and collaboration. By making feedback a regular part of everyday interactions — from manager to employee and vice versa — we can create an environment where employees feel safe bringing ideas to the table and identifying opportunities for improvement without fear of retribution.

How to Get Started

1. Model the Behavior: Leaders need to actively seek feedback, be open to evaluation themselves, and provide constructive input to their teams. This requires actively choosing to be vulnerable.

2. Find the Time: Feedback shouldn’t be reserved for official check-ins or performance evaluations. Share it when it’s relevant and timely.

3. Get Consent: Start by asking, “Can I give you some feedback?” or “Are you open to some feedback on how that went?” The answer might be yes, but not right this minute.

4. Discomfort Is OK: If you’re new to giving or receiving feedback, it might be uncomfortable. You might say, “I want to develop a more robust culture of feedback here, so I’m trying to flex that muscle. I’m also open to any feedback you have for me.”

5. Don’t Be a Jerk: Criticism that isn’t meant to be constructive is just plain mean. Don’t say unkind things and hide behind a culture of feedback as your excuse.

6. Be Patient: It takes time to build trust, get buy-in and truly understand the significance of what you’re building.

Why It’s Worth It

Managing conflicts and giving feedback are two sides of the same coin. When done right, feedback can prevent misunderstandings and build stronger relationships. It's not just about pointing out what's wrong but also celebrating what's right and working together to make things better.