COMMENTARY>>Hungry for feedback

By Col. Mark G. Czelusta
314th Airlift Wing commander

It was back in 2008 at my promotion ceremony to Colonel. While pinning the eagles on my shoulder, the officiating member, a retired Colonel herself, whispered a thought in my ear. It sent chills up my spine. She said, “Today is the last day that anyone will tell you the whole story.” Little did I know how prophetic her words would be.

As a wing commander, I see this as familiar territory, and 314th Airlift Wing Command Chief Master Sgt. Mark Marson and I work hard to seek out the “ground truth.” But as I think of this situation, I realize that this challenge is not isolated to just wing commanders. Airmen of all ranks are hungry for feedback. And that’s where you come in.

Continuous feedback—both good and bad—is an essential element to continuous improvement. How many of us have been surprised by negative reports that we learned through the grapevine, or after it was too late, as at performance feedback or decoration time? How many of us have failed to make the tough call at our level and provided our fellow Airmen the feedback they needed? Perhaps we deferred this uncomfortable process to the superintendent or commander.

Worse yet, perhaps we just “firewalled” a report or approved an unearned decoration. Contrary to popular opinion, such actions are especially corrosive and don’t improve morale. Instead, they push the entire enterprise toward mediocrity. Marginal performers see no reason to improve, and strong performers may throttle back. Remember, “Excellence” by its core nature does not imply “Equality.”

Feedback is not just top down. Your commanders and senior NCOs deserve your thoughts as well. Throughout my career, I have been lucky to be surrounded by those brave leaders, peers and subordinates who told me when I was wrong. The challenge for the recipient is to not shoot the messenger, but to contemplate the message. Still, messengers need to be patient and remember the core goodness in the recipient should that person not initially respond positively to the feedback.

In all cases, we need to base our feedback on facts, actions and outcomes, not emotion or personality. Dealing in facts and actions will allow the recipient to open up to reality. Never qualify your feedback with introductory phrases like, “with all due respect,” or “I’m not telling you how to do your job.” These qualifiers don’t serve the recipient. Rather, they only work to make the messenger feel better, and put the recipient on the defensive immediately. Don’t forget to offer alternative actions that could result in better outcomes. Feedback is tough, especially when it’s not positive, but it’s always good.

In the end, I would assert that outcomes of performance reports, decorations or other assessments should be little surprise. Feedback—good and bad—up and down—will enable this ideal. We’re all hungry. Let’s feed each other.