The Most Important Lesson I Learned
I began my career in home improvement 11 years ago after applying to a Craigslist ad for what I thought would be a nice segue between college graduation and my first “big girl job.” More than a decade later I’m the chief culture officer and co-owner of a $100 million window and door company.
This isn’t the glamorous career I had envisioned for myself, and I thought maybe I’d last six months, tops.
But several years went by and I found my footing. I also found my passion for people, culture, and community outreach.
My success has come with both good and bad days, a lot of self-reflection, and a lot of hard work. I’ve stayed unapologetically myself, which is very important. However, the most important thing I did, the thing I wish I had done earlier, the thing that has stayed consistent across all positions and places, was realize how important it is to give my manager feedback.
I’ll say it again—in bold! Give feedback to your manager.
In the No
How often have you found yourself enjoying time with friends and the conversation turns into a venting session about work? The first question I ask them is, “Have you given your manager that feedback?” Often, I’m met with a slew of explanations as to why their answer is “no.” And I get it. I used to be a “no.”
In the Know
As a current business owner, there is nothing more frustrating than losing top talent only to find out later there was a broken line of communication between the team member and their manager. So many workplace problems can be solved by prioritizing two-way communication. If you find yourself unfulfilled or dissatisfied with your job, it might be because your manager has a blind spot. I can almost guarantee you that the lack of feedback makes your manager feel as if they and the company are the best. I can guarantee you that’s not the case.
Years ago, I found myself frustrated with my job. Finally—and it took me two years—but finally I summoned the courage and asked for a one-on-one with my manager and gave very raw, honest, and constructive feedback about my frustrations with the role. The central problem was that the company didn’t have a platform for proactive conversations not just about my role itself, but everything around it. How was my performance? How do I feel about my current workload? Do I feel a part of the team? Instead, the conversation felt more like an autopsy. What’s done was done.
