It's a question on the back of many trucks and vans. If the driving is less than satisfactory, you can phone the number beneath the question and let the company know.

What would it be like then, if we had a question on our backs that said, 'How's my leadership?' What would people say about that when they called the number and would we be listening?

It has been said that 'Feedback is the breakfast of champions'. Be it athletes or musicians, good, qualitative feedback is essential to achieving high performance. Thus the importance of feedback is essential also for any leader seeking the same. Our ability to invite feedback and have the wisdom to know how to let it shape our lives, releases us to major on our strengths and be more aware of our weaknesses.

Everyone likes to hear positive feedback when they have done well. And yet it takes courage to ask people for their comments on our approach to work and life, because we fear it will be negative. We do not want to hear or acknowledge that what people might say is true. We can have an image of ourselves in our minds eye, and if that is altered by feedback, whether it is negative or positive, it can be hard to take on board. Though difficult to accept 'perception is reality' when it comes to our personal leadership style and influence.

As leaders, it is important to develop a culture and environment where we invite and give feedback in a constructive and honest way. We must see feedback as an opportunity to develop personally, maximise performance and build relationships of depth and significance with our colleagues. If we are willing to invite it from our peers, then others will be more open to receive it from you.

As leaders we should aspire to and model an approach to feedback that is preceded with the thought, 'How does this best edify the person to whom I am giving feedback?' If that is our starting point, then no matter what we say, we know that we are saying it because we believe in the person and genuinely want them to grow, develop and achieve more in themselves.

If however, our starting point is, 'How can my feedback get this person do what I want them to do,' we may risk making the person feel controlled and as if nothing that they do is going to be acceptable. All too often, people have experienced feedback that has been given badly, and have felt misunderstood and frustrated as a result. As leaders we should guard against this by learning how and when to give and receive helpful feedback.

• Pointers for effective feedback:
• Be constructive. Demonstrate how what you are saying can assist the person in what they are trying to achieve, whatever the goal.
• Be objective. Don't let your emotions get in the way of the feedback - it is unlikely to be accurate if you do.
• Don't force it. Your time to give feedback, may not be theirs. Make sure you don't take the receiver by surprise. Ask their permission and gain agreement.
• Build relationship. It is always best to give feedback in the context of relationship, where there is trust and understanding.
• Encourage, encourage, encourage. See feedback as an opportunity to encourage.
• Be open to receive it back. Don't give it if you can't receive it.

Of course all feedback should be weighed - it might not all be accurate, but if we can see feedback as an aid and not an enemy, we will develop trust within our teams and aid our self-awareness significantly - you never know you could learn something new.

Phil Wall
CEO