Feedback as Intelligence

Treat feedback like market research, not a performance review. One person's view is anecdote; when peers, direct reports, and cross-functional partners say the same thing, that agreement is signal. Seek it widely — not just from your boss — so you can tell a stray opinion from a real trend.

Ask specific questions: "What is one thing I could improve in how I run meetings?" Narrow questions get you usable answers, and the recurring themes across several people become a clear development roadmap for what to work on next.