Feedback is essential for growth—but only when it comes from the right people and is applied with judgment.
In today’s professional environment, feedback is everywhere. Yet many professionals struggle not because they receive feedback—but because they listen to the wrong feedback.
This article explores how leaders and professionals should filter, interpret, and use feedback effectively—especially in senior and decision-making roles.
What Is Feedback—Really?
Feedback is information or commentary on your actions that indicates what worked well and what didn’t.
Simple definition.
Complex application.
The real challenge lies in answering two questions:
- Who should I take feedback from?
- How much weight should I give to it?
Feedback in Personal Life vs Professional Life
Personal Life
In personal life, feedback sources are usually clear:
- Parents and family
- Siblings
- Gurus or spiritual mentors
- A few trusted friends
Here, emotional alignment and intent matter more than hierarchy.
Professional Life: A Different Game Altogether
Professional feedback requires far greater maturity and filtering.
We spend 9–10 hours a day at work—almost 40% of our active life. It is natural to seek validation and guidance, but feedback in the workplace is often influenced by:
- Partial information
- Personal convenience
- Short-term pressure
This is where discernment becomes critical.
Whose Feedback Truly Matters at Work?
As roles become senior, the relevance of feedback sources changes.
Within an organisation, feedback usually comes from:
- Team members
- Peers
- Supervisor
- Senior leadership / Board
For leadership roles like CFO, CEO, or CXO, feedback also extends to:
- Board members
- Promoters / investors
- Auditors
- Regulators (indirectly)
The rule is simple:
The closer the person is to long-term organisational outcomes, the more weight their feedback deserves.
Why Taking Feedback from Everyone Is Risky
Feedback from peers or same-level colleagues may sometimes help—but only if they:
- Have maturity and experience
- Understand the broader context
- Are capable of neutrality
Taking feedback from everyone often leads to:
- Confusion
- Diluted accountability
- Reactive decision-making
Most people do not see the full picture. Even you may not.
Duty vs Popularity: A Leadership Reality
Here’s a common leadership scenario:
You hear feedback like:
- “You delay approvals.”
- “You are too process-oriented.”
- “You don’t support urgency.”
Now pause and reflect:
- Was the proposal complete?
- Was it compliant with policy?
- Was the risk understood?
If the answer is no, then leadership demands discipline, not popularity.
We are not hired to make people comfortable.
We are hired to protect organisational interest and deliver outcomes.
Friends at work are welcome—but never at the cost of governance or integrity.
Short-Term Wins vs Long-Term Organisational Health
Breaking rules may help in the short term. Strong systems win in the long term.As organisations grow into large enterprises with:
- High valuations
- Complex operations
- Multiple stakeholders
They cannot rely on individuals watching every step. Processes must work even when people change.
This is where many leaders face resistance—but this resistance is often the price of sustainable growth.
Embrace Criticism, Ignore Noise
Not all criticism is bad.
Not all praise is useful.
The most valuable feedback often comes from:
- People who challenge your thinking
- Stakeholders who ask uncomfortable questions
- Critics who push you to execute better
Let your execution speak, not your explanations.
Lessons from Over Two Decades of Leadership Experience
In more than 21 years of professional experience—especially in controllership and governance roles—I’ve observed a consistent pattern:
- People dislike rules when under pressure
- Short-term delivery often tempts rule-bending
- Governance is questioned until something goes wrong
Your role as a leader is to:
- Show the mirror
- Think long term
- Ignore knee-jerk reactions
- Protect the organisation—even when it’s uncomfortable
Feedback Systems Done Right: The Ola–Uber Example
Platforms like Ola and Uber demonstrate effective feedback systems:
- Customers rate drivers
- Drivers rate customers
- Companies use structured data to improve service quality
Why does it work?
- Feedback sources are relevant
- The system is structured
- Action follows insight
Organisations should adopt the same discipline internally.
Final Thought: Feedback Is Important—Judgment Is Essential
Feedback can accelerate growth—or derail it.
The difference lies in:
- Who you listen to
- What you act upon
- What you consciously ignore
When organisations grow sustainably, individuals grow with them.
What is your experience with feedback in leadership roles?
Do share your thoughts in the comments.
