There’s an insidious practice that’s been snaking its way through organizations in the past years; and it’s called Feedback. We’ve all been told that we need to get better at delivering feedback, accepting feedback, and improving ourselves because of it. We’ve even been told that feedback is the best – sometimes the only – way to improve ourselves and grow.
But if you’ve read my article with Ashley Goodall in this month’s issue of Harvard Business Review, you know that’s a myth. Feedback might stop you from making mistakes, but it will never help you excel. And it’s high time we stopped pretending that it does.