On the other side of the tough conversations, the straight feedback, and authentic dialogue about unpleasant surprises and revelations is often a boost in morale and energy. For me it is only “negative” if the outcome of the conversation brings you down rather than creates new insight, action, a sense of connection, and ultimately fuels the belief that we “can do” whatever we set out to do. The key is to have the real conversations and move on. Dealing with the “negative” is healthy; dwelling in it is destructive.

How do you foster a culture that promotes constructive feedback? I think the leaders need to ask the tough questions and show that they can hear tough feedback as contributing. I also think we all need to learn to listen for people’s commitment. We all complain sometime. If you take the point of view that behind every complaint is a commitment it can be a lot easier to listen through the complaint to actually hear the contribution.

Can a successful sales team exist with any negative thrown into the mix?

This is why the two of you are among some of my favorite “thinkers” out there! Susan, this is a thoughtful commentary on how something that’s become a mainstay in our culture (and for good reason) still has its drawbacks.

To add to your observations . . .

You say that leaders “fear” bad news. I’m not so sure it’s fear as much as concern that the negativity will run amok if they open the doors for opposing opinions. It’s a delicate dance that a skilled leader performs…one of encouraging open dialog yet setting an expectation for a positive work environment. Many seasoned leaders say they’re looking for “solutions” not problems, but that position has its drawbacks as well. Sometimes a problem is easy to identify, but the answer is elusive. Does that mean employees shouldn’t mention it if they don’t have a solution at the ready?

To me, the key is to encourage the discussion of all aspects of a situation—they good, the bad and the ugly. If leaders are clear that all contributions are welcome as long as the dialog is people are respectful, then they can count on getting all the information.

Great point Dorothy that positive thinking is not always sufficient to carry us through to achieving our goals. Using a practice like SWOT is one way to open the door to honest assessment of a project or situation in a culture where “positive” is the default. Despite what isn’t working now, or the breakdowns we may encounter, it always helps to bring forth a sense of optimism and possibility about what can be to propel us forward.

Absolutely Monica. The emotional charge is an important element that can make the difference in how “negative” feedback is both delivered and heard. Constructive feedback requires a sincere intention to move things forward in the desired direction, and as you point out, the trust to be able to say anything that might help us build the reality we seek. You remind me that while a culture of “positive is good” can result in people pushing things under the rug, it natural to feel unsafe in any domain when delivering a tough message. To build and sustain a culture of honesty and authenticity we must create an experience of safety. That requires our practices for building and repairing trust to be exceptional.