Unequivocally, I believe peer feedback can be the most valuable. It is super tough to fool our peers. They get what we do, and how we need to do it. Our peers have little to lose by being straight with us. They will most often be upfront with what the leader needs to improve, regardless how brutal the feedback may be. Thus, if we are serious about growing and learning, we need to be fearless in soliciting feedback from our peers AND being receptive to their perspective.

Manager feedback can also be useful, as they have “been there, done that” and have experience on their side. Frankly, however, some leaders are very apt at “managing up,” and thus the views from our managers can be skewed and lack authenticity. Direct reports often don’t trust the system, and thus speak only what they think the leader will want to hear. They will play it safe and cave into being found out if they are brutally honest. Depending on a leader’s management style, the direct reports will simply not be forthcoming.

Thus, if we truly want the “straight skinny” we need to ask for input early and often from our peers. We must lower our defenses, embrace the viewpoint, and be grateful we have peers who care enough about our development to actually tell the truth as they see it.

• Reach up, across and below to build your extended team. It is not enough to reach out to those who think like you do. It is imperative to reach out, truly meet others where they are and listen to what they have to offer, learn from it, and integrate it into your approach. There is no room for ego. If others do not “get” you, look in the mirror and make sure you are making every effort to “get” them.
• Create opportunities for others who are not on your immediate team to connect with you. This means that you become more accessible. Go to their areas in the building. Go to their offices, lunch rooms, and even offer to actually walk through the manufacturing line, or go out in the field with them to meet with their customers. You will be amazed at what you may learn through another set of eyes and ears; not to mention the bridge you will build with the other person.
• Have open-door “town halls,” district meetings, brainstorming sessions – and do not limit it to those in your organization or on your team. Go deep and broad – and give them an active role in the meeting. Ask for input, their first impressions and their “Devil’s advocate” perspective. The contrary viewpoint can often open tremendous creative thinking on how to address an issue or obstacle in the market.
• Be vulnerable. We do not ever have all the answers; and as leaders it is silly to act as if we do. Admit what you don’t know – or are not sure of.  Even if you may think you know it all, keep quiet. Ask questions. Be open. It will be fun to hear what others have to offer – and it will be amazing how this small action will open the door to being truly productive and building an inclusive partnership.
• Be grateful  – sincerely grateful. Give credit openly and often – where credit is due. Then GIVE back way more than you ever take from others. It will always come back ten fold.

There is no faking the art of inclusiveness. Folks can tell an obligatory “so, what do you think?” a mile away. So, lower the defensiveness. Realize all that we don’t know, and ask for help from others. When we are asked our opinion, and then having someone really listen to what we have to say, can be the magic key that opens the door to truly powerful partnering across silos, departments and within teams which find themselves at odds. Give it a try!