Seeking feedback, what I’m doing about it, and not just hearing the good stuff…

I’ve always sought feedback from my colleagues, but for the last few years have used a simple Microsoft Form to gather feedback quickly and easily (and thanks to Matt Edgar for prompting this approach in NHS Digital).

So I thought I’d write about what I did — so maybe you can do the same.

How I did it

If you’re using Office 365, Microsoft Forms is a super simple way of building a form, of gathering data, and of producing nice graphs on that data. Being NHS.NET users it also allows any responses to be anonymous, but if you want folks to log in and be identified they can be.

I’m aware MS Forms are not the coolest way of building forms but it’s quick and convenient. And I’m sure Google forms would be just as handy.

Any feedback form has to be easy for the folks to fill in, and I wanted the responses to be anonymous so people could say what they wanted without any fear I’d come back to them (though I appreciate sometimes it is a good way to open up a chat). I also wanted to know the context of any feedback, and what aspect of my role the folks were feeding back on. And I had 4 free text fields for what should I start doing, what should I stop, the inevitable ‘other’ — and one around whether my behaviour reflects the CARE values of KGH.

So the form was structured as below…

1. In what capacity are you giving this feedback?

• I am a colleague in Kettering General Hospital
• I am a colleague within the broader Northants system (egg NGH, CCG)
• I have worked with Ian in some other guise (e.g. NHSD, E, X, supplier, other health organisation, social media!)
• Other

2. Which element of Ian’s role are you giving feedback on?

• His role as part of the KGH Digital portfolio, as a leader and a colleague
• His contribution to the broader hospital work (e.g. being Director on call, supporting other teams)
• His role as part of the Executive team
• Other

3. What should Ian stop doing?

4.What should Ian start doing?

5.How does Ian support the KGH values of being compassionate, accountable, respectful, engaging?

6.Any other feedback?

What I’m doing about the feedback I received

There are some themes that I wanted to draw out, because I’ve come across them before in my working life, and because of the role I now have at Kettering straddles the Executive and the operational. So, some things I’m taking away from the feedback

Bring all of you to work

I think my experience of working with great people in the past means I’m very happy to share my vibe. My joyful enthusiasm, my lousy jokes, my desire to test boundaries.

And it’s really important I continue to do that, and the feedback says it is appreciated.

Show your humanity

Listen well, listen more than you speak, draw people into conversations. Be as open as you can be. Be open to difficult but fair and respectful conversations. Be inclusive. Do what you say you’re going to.

Own it

You’re in the role on merit, you’re new, but you’re not a newbie.

Find that balance between delegation, and getting involved in the detail

I like knowing the detail, I like knowing the people and teams (I work with brilliant people). Being part of the Exec means you have to work hard to balance Exec commitments, and governance, with the activities of more than 150 people in the Digital portfolio. I need to consciously structure my calendar to make sure I balance the two, I suspect I’ll try some standing calendar items over a 12 week period where I drop in on all the teams on a rotational basis — performing as a member of the Exec team, but not becoming a stranger to the Digital portfolio teams.

Get to know the people

We’re a people organisation, and through Covid times people have had severe impacts on their lives, family members who’ve died and got seriously ill. I’m pleased I can offer support where necessary, and I think it’s important people know their leaders care about them. It builds trust, it forms bonds.

Balance the big picture view with the here and now

Being at the Exec level means you’re naturally drawn into long-term strategic discussions. But not everyone needs or wants that view. So I’m going to try and focus on small chunks, shorter timeframes, and paint the big picture and longer term strategy when it’s the right time, and when people want to hear it

Walk the floor

This would obviously help getting to know the people — but it also means being more present on the wards and outpatient areas. Seeing how digital supports the clinical teams on the ‘shopfloor’ and how our tech is used. This has been very difficult in Covid times, but is something I’ll be looking to do more in the future.

Not just hearing the good stuff

If you know me you know I don’t respond to praise well — I’m getting better about as I was reminded that if someone wishes to give me praise — I need to put myself in their shoes — they feel moved to praise me so I should be gracious to acknowledge that.

My response shouldn’t be about me, it should be about them. So for all the folks that said kinds words about me — thank you — I do appreciate you taking the time to feedback, and in many ways the feedback reinforced the message that I should continue being me, including making bad jokes 😉

ps — being an open type of person if you want to send me some feedback — the form is here!