The Power Of Feedback

Over the last year, nearly every FMCG executive I’ve spoken to whether sitting in Chicago, Paris, or São Paulo has echoed the same challenge: “We need to get closer to the consumer, faster.” Global brand, local nuance the future of FMCG growth depends on how well your leadership understands the street, not just the spreadsheet. It’s no longer enough to run a global playbook and hope for local resonance. Why? Because the center of gravity in FMCG has shifted. 84% of FMCG companies are now increasing local decision autonomy in key growth markets. (Bain FMCG Operating Model Report, 2023) → That means your CMO can’t be the only one with a finger on the pulse. → Your regional GM can’t just execute HQ strategy. → And your global leaders can’t lead with assumptions they need cultural fluency and operational humility. In other words: local-for-local is not just a supply chain shift. It’s a leadership shift. The most successful candidates weren’t those who had rotated through five global hubs. They were the ones who could… → Read the cultural nuances of consumer behavior in that specific region → Navigate the regulatory quirks that could derail a product launch → Influence global teams while building trust with local retailers → Speak the language literally and commercially They understood the street not just the spreadsheet. And they had the rare ability to connect what’s happening on the ground with what needs to be shifted at the center. These are the leaders FMCG needs now. → Strategists who don’t just adapt to the market, they anticipate it. → Operators who don’t wait for HQ they build and test in-market. → Connectors who know when to push back and when to align. Because in today’s world, speed and relevance win. And that doesn’t come from waiting for global sign-off. It comes from empowering the right local leaders. Here’s where I see many companies trip up: They treat “local” as junior. As operational. As reactive. The truth? Your next competitive edge may be a GM in Manila, a Marketing Director in Lagos, or a Commercial Lead in Warsaw who’s trusted enough to build strategy from the ground up. That’s what global FMCG companies are starting to understand and what we’re helping them solve for in every executive search we run. Not just global leaders who can work across regions…but local leaders who can lead across functions, cultures, and expectations while driving growth with urgency and empathy. This is the new face of global FMCG. Not centralized, but coordinated. Not rigid, but responsive. Not top-down, but built from the middle out. #ExecutiveSearch #FMCGLeadership #GlobalGrowth #ConsumerGoods #TalentStrategy #LeadershipHiring

"Feedback is a gift. It's an opportunity to learn and grow" At Google, we believe in the power of feedback to drive improvement. Sometimes feedback can be tough to hear. But taking the time to unpack it, understand the perspective, and reflect on it is crucial. Why feedback matters: - It reveals blind spots we cannot see ourselves - It accelerates learning by shortcutting trial and error - It demonstrates that others are invested in your success - It creates alignment between perception and reality How to receive feedback effectively: 1. Approach with curiosity, not defensiveness When receiving feedback, your first reaction might be to justify or explain. Instead, listen deeply and ask clarifying questions: "Can you give me a specific example?" or "What would success look like to you?" 2. Separate intention from impact Remember that well-intentioned actions can still have unintended consequences. Focus on understanding the impact rather than defending your intentions. 3. Look for patterns across multiple sources Individual feedback may reflect personal preferences, but patterns across multiple sources often reveal genuine opportunities for growth. 4. Prioritize actionable insights Not all feedback requires action. Evaluate which points will have the greatest impact on your effectiveness and focus your energy there. 5. Follow up and close the loop Demonstrate your commitment by acknowledging the feedback, sharing your action plan, and following up on your progress. Creating a feedback-rich environment: - Model vulnerability by asking for feedback yourself - Recognize and celebrate when people implement feedback successfully - Make it routine through structured check-ins rather than waiting for formal reviews At Google, we've learned that organizations with robust feedback cultures innovate faster, adapt more quickly to market changes, and build more inclusive workplaces. Let's commit to seeing feedback not as criticism but as a valuable investment in our collective future. The discomfort is temporary, but the growth is lasting. #motivation #productivity #mindset

Want better feedback? Stop asking for it. Ask for advice instead. Here’s why this simple shift makes people more helpful, more honest, and way more likely to give you actionable insights 👇 Most people think asking for feedback is the best way to improve. It’s not. The problem? Feedback puts people in critic mode. Most won’t be as honest as they should be. Even when they are, it’s often vague or unhelpful. There’s a better way. Instead of asking, “What do you think?” ask: 💡 “What advice would you give me to make this better?” Why? Three big reasons: 1️⃣ People love giving advice. It’s flattering. It makes them feel valued. When you ask for advice, you’re engaging them as a partner, not a judge. That alone makes them more invested in helping you improve. 2️⃣ It makes tough feedback easier to give. Most people hate being critical—even when it’s justified. But advice allows them to wrap honest feedback in something constructive. They’re not just pointing out flaws; they’re showing you how to fix them. 3️⃣ Advice is actionable. Research shows it doesn’t matter if feedback is positive or negative. What matters most? Whether it gives you a clear next step. Advice naturally leads to solutions, not just opinions. Biggest mindset shift: 🚫 Asking for feedback creates a critic. ✅ Asking for advice creates a partner. The next time you need help, don’t ask for feedback. Ask for advice—and watch how much better the responses get. Try it today: What’s one thing you’re working on that could benefit from better advice? Drop it below and see what happens 👇

"Why does our top performer get the worst reviews?" the VP asked me. I was reviewing their annual performance data. "Show me," I said. She pulled up the ratings. Diana: 2.8 out of 5. Below average on "collaboration." Low marks for "team player." "What's her actual performance?" I asked. "Exceeded every target. Landed our biggest client. Trained three new hires." "So why the low scores?" "Her peer reviews are dragging her down." I scanned the comments. "Too direct." "Challenges ideas too much." "Not supportive enough." "Let me talk to Diana," I said. "I used to give honest feedback," Diana told me. "Said our pricing model was broken. Got dinged for 'negativity.'" "What happened with the pricing?" "They finally fixed it six months later. After we lost two major accounts." "What else?" "I questioned why we needed  eleven approvals for a simple contract change. Manager said I wasn't being collaborative." "Are you still giving feedback?" "No. I learned my lesson. Now I smile. Nod. Say everything's great. My reviews are improving." "But nothing's actually improving?" "We're making the same mistakes. Just with better vibes." She chuckled. I went back to the VP. "Your review system doesn't measure performance," I said. "It measures compliance." "That's not true." "When was the last time someone got promoted for challenging bad ideas?" Silence. "When did someone get rewarded for preventing a mistake?" More silence. "You've trained your best people to stay quiet. And your mediocre people to stay nice." A few months later, they redesigned the system. Added a category: "Constructive Challenge." Points for identifying problems early. Rewards for preventing costly mistakes. Diana got promoted. "What changed?" I asked the VP. "We stopped confusing agreement with alignment. Stopped mistaking silence for harmony." "And?" "Turns out our 'difficult' people were our most valuable. They actually cared enough to speak up." Here's the truth about performance reviews: Most companies don't reward performance. They reward performance theater. The person who says the meeting was great beats the person who says it wasted an hour. The person who agrees with bad ideas beats the person who prevents disasters. You think you're measuring contribution. You're measuring conformity. And your best people? They've already figured out the game. They're just deciding whether to play it or find somewhere that values truth over comfort. _____ Like my content? Give me a follow. Want to see more of it? Click the 🔔 on my profile.

Unsolicited career advice: Stop being defensive when you get feedback. Someone is telling you how they experience you. They might fumble the delivery. They might be insensitive. They might even be wrong. Who cares? Say "thank you" so they'll keep doing it. This is the data you need to improve. What separates people who grow from people who don't: It's not just "taking" feedback once. It requires a steady stream from trusted sources. Here's how to receive feedback like a pro: START WITH YOUR OWN HONEST ASSESSMENT Before they say a word, go first. "Here's what I think went well..." "Here's where I fell short..." "Here's what I'd do differently..." Why this works: The more honest you are about your gaps,  The more they want to help you close them. They stop feeling like the critic. They start feeling like your coach. LISTEN WITHOUT DEFENDING When they add to your assessment, just listen. No "but..." No "the reason I did that was..." No explaining away what they experienced. Their perception is their reality. Arguing with it doesn't change it. Understanding it does. CLOSE WITH CLARITY Before you leave, summarize what you heard. "The key thing I'm taking away is..." "What I'm going to do differently is..." This shows you actually heard them. And makes them far 10x likely To tell you the truth next time. ♻️ Share to help someone get the feedback they need. 🔔 Follow Dave Kline for more practical leadership insights. PS - A great place for feedback? Your 1:1 check-ins.  Most people waste them on status reports.  Let us show you a better way.  And how AI can help. https://lnkd.in/gqeptGQm   Join 354 leaders. Next Thursday.  30 minutes.  11am ET.

3 conversations that changed my career: 1. A friend from a recruiting agency told me what kind of salary I could get elsewhere Lesson: Your title may not describe your actual responsibilities and your earning potential is not what your current employer is willing to pay. 2. A friend in sales asked me why I was staying in a toxic environment. Lesson: Sometimes, asking yourself to justify your current situation can expose a fear of change. 3. A friend in leadership told me to know when to stop waiting for an opportunity that wasn't coming. Lesson: There is a point where continuing to wait for a change is a denial of reality. Ask, "what evidence have I seen in the last 3-6 months that confirms this change is still coming?". When in doubt, have a hard conversation. If you're feeling stuck, ask hard questions from people with wisdom and be willing to have them change your perspective.

I used to think patients lied about falling. Then I learned I was asking the wrong question. Turns out, one word can change everything about fall prevention. Mrs. Patterson sat across from her doctor at her annual checkup. “Have you fallen in the last year?” “No,” she said confidently. I was there as her physical therapist. She’d had four “incidents” in six months. After the appointment, I asked her privately: “Why did you say you haven’t fallen?” Her answer changed everything: “I caught myself each time. I didn’t actually fall.” For years, I asked every patient the standard screening question: “Have you fallen in the last year?” I thought I was doing evidence-based practice. It’s the recommended tool. It’s what we’re taught. When patients said “no,” I moved on. Then I started noticing a pattern. Patients would come in after hip fractures. Their charts said “No falls reported” at their last three appointments. But their families told different stories: • “She grabbed the counter last month.” • “He stumbled in the garage.” • “She stopped going to church because she feels unsteady.” That’s when I realized the standard question misses half the people who need help. Why? Because “falling” means failure. Frailty. Loss of control. Patients reframe: “I stumbled.” “I caught myself.” “I grabbed something.” In their minds, they haven’t fallen. So they answer honestly — and we miss the warning. So I changed three words in my screening. Instead of “Have you fallen?” I ask: 1. “Have you had times where you felt unsteady or grabbed onto something?” 2. “Have you stopped doing things because you’re worried about balance?” My disclosure rate increased over 50% overnight. Those small shifts now identify 8 out of 10 high-risk individuals — instead of half. Here’s what still haunts me about Mrs. Patterson: Month 1: First “catch” — not mentioned Month 3: Second incident — minimized Month 5: Third event — rationalized Month 7: Hip fracture. Surgery. Never returned home. The median time between the first unreported incident and an injurious fall? About 7–9 months. Fall prevention can reduce fall rates by 30–40% when caught early. After a serious fall, only about half of older adults ever return to their previous level of function. We had seven months. We lost the window because I asked the wrong question. Before your parent’s next doctor visit, try this: “Have you had times where you felt unsteady or grabbed onto something?” If the answer is yes — write it down and share it with their doctor. Most older adults have 2–3 balance incidents before their first reported fall. Each one increases risk by about 30%. As a Board Certified Geriatric Clinical Specialist, I’ve learned: Patients want to tell us. They just need permission to frame it differently. Mrs. Patterson didn’t lie. She answered exactly as I asked. I just asked the wrong question. 💬 Have you ever realized one small question changes everything?

Candidates who aren't #hired after an #interview deserve an honest and transparent response. It’s a crucial part of maintaining respect and professionalism in the #hiring process. Instead of leaving them uncertain or sending generic rejection emails, giving specific feedback can help candidates improve and feel #valued. This approach builds goodwill and enhances the #company’s reputation. For instance, imagine a #candidate named Priya who interviewed for a marketing position. She did well but lacked certain technical #skills needed for the role. Instead of just saying, "We’ve decided to move forward with other candidates," the hiring team could say, "We were impressed by your creativity but feel more #experience with digital marketing tools is needed. We encourage you to reapply in the future." This kind of feedback shows respect for the candidate’s effort and provides useful insight for their #growth. It’s a simple gesture that can turn a disappointing experience into a constructive one, and it helps to leave the door open for future #opportunities. Honest communication benefits both the company and the candidates in the long run. Connect and Follow 👉🏻 Dev Raj Saini for jobs related help. #linkedin

I've noticed a consistent pattern each time I speak to a frontline airline airport colleague. They don’t talk about the hundreds of routine, on-time departures they handled flawlessly. They talk about that one night. The disrupted flight. The system outage. The weather chaos. The 300 passengers waiting for answers they didn’t have yet. And that tells us something important about our industry. Frontline professionals don’t build their professional identity on routine days. They build it on the days when everything goes wrong — and they still have to carry the airline’s brand in front of the customer. In aviation, normal operations test process. Disruptions test frontline leadership. When a colleague shares a disruption story, listen carefully. They are not just narrating an incident. They are telling you:    •   Whether they felt supported by leadership    •   Whether decision making was clear    •   Whether they were empowered to solve problems    •   Whether the organisation trusted them in front of the customer After managing airport operations at scale for decades, one truth stands out for me: Airline brands are not built on perfect days. They are defined on imperfect days. That is why consistency in disruption management, clarity of authority, and visible leadership on the ground matter more than any presentation or slogan. Because years later, our people won’t remember the routine shift. They will remember the night the operation broke — …and whether the organisation stood with them while they fixed it. Frontline leadership - that's where your airline brand thrives or not!

Great leaders aren’t great because they’re perfect. They’re great because they learn fast. This is important as we approach the performance feedback season. And receiving feedback starts with the right mindset. Early in my career, I feared feedback. I overprepared, overexplained, and tried to prove I was doing things right. I thought feedback was a verdict. I was wrong. My growth took off only when I realized that progress is directly tied to how well you learn from feedback. Once I shifted from defending my past to improving my future, everything clicked. Today, I look forward to feedback. Not because it’s easy but because it shows me where to focus. That’s how I get better. Here is what works for me:  First, I don’t try to fix everything. Pick 1-2 themes. Focus beats overwhelm. Second, I share my feedback - all of it, with my team. It builds trust and shows that I am taking my growth seriously.  Third, I make it actionable. I have a plan on how I’ll improve this week, this month, this quarter. I then measure progress to iterate. Feedback isn’t something to survive. It is the breakfast for champions. How are you planning to grow with feedback this year?