Here's how you can gather valuable feedback from peers and colleagues alongside supervisors.

Open dialogue is the foundation of effective feedback! Creating a workplace where people feel comfortable sharing their thoughts without fear of judgement is the key to growth and collaboration. When leaders encourage open conversations, employees feel valued, teams become stronger, and innovation thrives. A simple question like 'What's one thing I can do better?' can open the door to meaningful discussions and real improvement.

Recentemente, ao completar seis meses na empresa em que estou, busquei meu superior direto para solicitar um feedback. Fiz isso porque acredito que entender como estamos sendo percebidos é fundamental para crescer e contribuir de forma mais efetiva. Queria saber se meu desempenho estava dentro das expectativas e o que poderia melhorar. Recebi um retorno valioso, que me deu clareza e motivação. Mas o mais interessante é que ele também me pediu um feedback sobre a empresa. Essa via de mão dupla é essencial. A cultura do feedback precisa ser incentivada — ela é benéfica tanto para o desenvolvimento dos colaboradores quanto para a evolução das organizações.

Gathering valuable feedback requires a mix of structured and informal approaches. Use 360-degree feedback to get insights from peers, subordinates, and supervisors. Schedule one-on-one check-ins for candid discussions. Create anonymous surveys for honest input without hesitation. Seek specific feedback instead of generic opinions — ask, “How can I improve my stakeholder communication?” instead of “Any feedback for me?” Actively listen, avoid being defensive, and acknowledge suggestions. Observe body language and team dynamics for unspoken cues. Implement changes visibly to show feedback matters. Foster a feedback culture by giving constructive input yourself. Remember, growth begins where comfort ends!

Once I casually asked a colleague, “How do you think I handle discussions?” They hesitated, I knew it's gonna be hard. They said, "You have great points, but you talk so fast that by the time people catch up, you've already moved on." I said l, "I just get excited!"I bit my tongue and asked, "So, what would help?" They said, "Pause. Let them react. Otherwise it feels like a one-person show." That one tip? Game changer. I started slowing down, checking in with people, and gingelly l honestly, conversations felt more collaborative and less like my Ted Talk. Lesson? People won’t give feedback unless they feel safe to do so. Instead of asking “Any feedback?” I ask, “What’s one thing I can improve?” It makes it easier for them to be honest.

Acredito que posso coletar fazendo perguntas diretas e abertas sobre como eles vêem meu trabalho e meus resultados, também gosto de perguntar para a equipe como eles avaliam a minha gestão e o que eles mudariam na gestão para melhorar seu dia a dia.

Ouvir e incentivar ideias no ambiente de trabalho é essencial para aumentar a produtividade e a qualidade dos processos. Pequenas sugestões de colaboradores podem gerar grandes impactos, como redução de custos e mais segurança. Programas de gestão de ideias, premiações e metodologias como Kaizen e 5S são fundamentais para transformar inovação em resultados reais.

A escuta ativa, caracterizada pela atenção, ausência de defensiva, gratidão e busca por clareza, é fundamental para aproveitar ao máximo o feedback recebido e promover a melhoria contínua

A couple of years ago when I was new at school,I used to stay back longer than others. Once my supervisor said, "You’re doing great, but I’ve noticed you don’t delegate enough. You take on too much yourself." I thought you myself "I’m just making sure things get done properly!" But, I stopped myself and just asked, "Can you tell me more?" They pointed out that I wasn’t just overloading myself, I was also slowing the team down. By not trusting others with tasks, I was unknowingly making everything dependent on me. The moment I truly listened instead of defending, I realized they were right. And when I actually started delegating? My work improved, my stress reduced, and my team worked better together. Active listening matters and impacts!

En el ámbito educativo la escucha activa es primordial para poder manejar y comprender las diferentes metodologías activas que se utilizan y que pueden aplicarse de diferentes maneras. En las reuniones de equipo es complicado llegar a un consenso y, en muchas ocasiones se forman conversaciones paralelas que no permiten que entendamos los diferentes puntos de vista y, por consiguiente, formas de llevar a cabo actividades o recursos metodológicos. Escuchar antes de debatir o prejuzgar es vital para cualquier campo profesional.

Os princípios da escuta ativa devem ser usados para compreender as necessidades e preocupações do colaborador. Isso resulta em insights construtivos e um plano de melhoria alinhado ao crescimento pessoal e profissional.

A reflexão honesta sobre o feedback recebido é indispensável para identificar padrões, distinguir críticas construtivas e direcionar esforços para melhorias significativas e acionáveis

My peers said, "You’re great at keeping things light and fun in meetings." The principal said, "Sometimes, your approach makes serious discussions lose focus", although she told me so light-heartedly. This only left me confused - is my humor a strength or a weakness? So I started being a bit too serious, and I didn't feel like it was ME -Y AUTHENTIC SELF. So I combined both perspectives. I kept my lighthearted approach, but I learned when to switch gears and be direct when needed. Took me a while to figure out how I'd balance it, but yes! The result? My meetings were still engaging but also more productive! The Lesson? Different people see different sides of you. The more perspectives you get, the better you understand yourself.

When leading through growth or change, I “set the table” before asking for feedback—offering clear context, the intention behind the request, and the specific areas I’m reflecting on. I ask focused, psychologically safe questions like, “What’s one small shift I could make to improve collaboration?” This approach helps minimize resistance and invite co-ownership. I believe feedback isn’t about fixing—it’s about aligning. The more specific the invitation, the more valuable the insight.

Todas as pessoas têm algo a acrescentar. Elas só precisam se sentir confortáveis, tendo um ambiente seguro, para contribuir sem medo de receber julgamentos.

Feedbacks sessions are great after finishing a sprint or a project. It's important to be open for feedback and don't take it personal. An advice is to make your auto-feedback before receiving feedback from your peers, so you can compare your perceived performance to what people actually think of your job.