Invite feedback, don't give feedback | David Marquet explains the process of Intent | Nudge

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When it comes to creating empowering organizations where everyone feels like a leader, feedback is very important. But it's not “giving” feedback, it's “inviting” feedback. This is the key.

When people say what they intend to do, there's naturally - inherent in that is - this idea that I want feedback on what I intend to do before we actually do it.

Now, this is much more resilient, and stronger. It builds people, it builds communication, and it helps people improve their thinking before the decision is enacted. So we can modify it, we can put mitigators in place if we need to, or whatever.

So if we say I intend to submerge the ship, I haven't submerged the ship yet. We haven't popped the vents. We're not going underwater. We're still on the surface, so we can stop it. Other people can ask questions, the boss can ask questions, we make our thinking stronger.

And the whole idea is, if we don't say that and we just did it - now we have a problem because if it was wrong, it's already happened. So we don't avoid mistakes. We just have the drama of responding to the mistakes. But in intent-based organizations, where everyone thinks of themselves a leader, there's a strong element of inviting feedback. Don't give feedback, create a culture of inviting feedback.

I’m David Marquet. That’s your Leadership Nudge.