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    Feedback-seeking and Visible Learning

    You'll practise how to ask for feedback in a way that gets real, specific answers instead of reassurance or vague opinions. You'll work on bringing a less rehearsed version of yourself, asking forward-looking questions, handling difficult feedback without defending, and showing what you changed afterwards. By the end, you'll be able to start better feedback conversations, get examples you can use, and make your learning visible to the people around you.

    A peer likes you, which makes honesty harder. She has a real observation and a safer version ready.

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    15Skill
    Signals
    Research Prevalence
    No. 18

    5.8%

    of the 11,359 leadership cases in our research

    Report 01, draft

    Why it's hard

    The more senior you get, the less people tell you. Speaking up costs them more, so honest feedback dries up.

    Asking doesn't always help. "Any feedback for me?" is a question that asks for nothing. A rehearsed account of yourself, or praise padding the question, makes it even easier for people to say "all good".

    Seeking feedback means asking a question whose answer could change what you do next, and showing people you acted on it.

    What we look for

    Here is an example of some of the Skill Signals that we teach you how to implement and then test for as you progress with this skill

    Skill Signal Groups
    • Asking
    • Making it possible to answer
    • Receiving it
    • Acting on it
    Some sample Skill Signals

    1. You asked about something specific

    2. You said why you were asking

    3. Your first response didn't argue the feedback away

    A sample of 15 Skill Signals. The assessment also looks for behaviours we don’t list.

    Try it without anyone watching

    One four-minute conversation from Feedback-seeking and Visible Learning. See your initial feedback straight away, then save your results with a free account.

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    No account to start. No card. Your employer can't see how you did.

    How your practice stays private

    Questions about this moment.

    Individual contributor: Core; First-line manager: High; Mid-level leader: High; Executive: Core. Low relevance means the moment is not offered at that level.

    It appears in 5.8% of 11,359 real leadership cases in draft Research Report 01.

    The assessment uses 15 observational markers across 4 groups. This page shows only a small sample, because held-out assessment depends on some behaviours remaining unseen.