Feedback That Doesn’t Suck

Ready to level up your feedback game? In this episode of Proc-N-Roll, we’re getting real about giving and receiving feedback in procurement.

Our host Zach brings together procurement powerhouses Natasha Gurevich, and Conrad Smith to discuss what makes feedback tick. There is no corporate fluff here – just honest talk about why feedback matters and how to do it right.

Ever wondered how to tell your boss they missed the mark? Or how to help your team actually want feedback? We spill the tea on everything from handling awkward feedback moments to building a cultujre where people aren’t afraid to speak up. Plus, Natasha drops her secret “rock at/unlock” method that had her leadership team begging for more feedback (seriously!).

Whether you’re crushing it in procurement or just getting started, this conversation is packed with real-world wisdom you can use today. Tune in to learn how being radically open to feedback could be your secret weapon for success.

Time to make procurement Rock-N-Roll!

Watch now or read the transcript below.

Transcript: Proc-N-Roll 07 | Feedback That Doesn’t Suck: A Leader’s Guide

Zachary | Welcome to Proc and Roll, your guide to practical procurement where we make procurement rock and roll. We have Natasha, the Pro CPO from IBM McKesson, Salesforce, and now Head of Candor Procurement. Conrad joins us again from Intel, former CPO at Adobe, and current founder and CEO of Graphite. I’m Zach, your procurement expert. Together we bring almost 70 years of practical procurement experience. We discuss the latest trends and topics in procurement. Whether you’re new or experienced, we’ll elevate your thinking while keeping you grounded in practical procurement and value.

Today’s discussion follows our previous conversation about procurement skill sets, particularly radical openness to feedback. Giving feedback is taking responsibility for how you experience others. Your feedback is a gift, giving others an opportunity to learn how they impact you and others. Natasha, why is feedback important?

Natasha | We all have blind spots. Not knowing them puts us in a perpetual cycle of repeating mistakes. When people tell us our blind spots candidly and caringly, they show us how we’re not presenting our best selves. Early in our careers, this often comes as a surprise. Feedback helps us collect different perspectives on how others experience us, shaping us into better versions of ourselves.

Conrad | Feedback is critical for leadership and personal development. Continuous learning about ourselves is essential. While this topic seems obvious academically, it’s more challenging in practice. A survey showed two-thirds of people want critical or helpful feedback, but everyone has an aversion to receiving it. It triggers our primitive brain – fight or flight kicks in, wondering if we belong or if we’re good enough. We’re working against nature because even when wanting to give feedback, there’s discomfort about how it might be received as an attack.

Zach | How do you prepare yourself to receive feedback objectively? Natasha, how do you make yourself ready for feedback?

Natasha |  I agree with Conrad about receiving feedback going against our nature. We want to be liked. The first step in smoothing that defensive mechanism is not waiting for feedback but requesting it proactively. The question you ask is important. What’s worked for me is asking people – direct reports, peers, bosses, anyone in my ecosystem – “How have you experienced me?” This question disarms people because they discuss their experience working with me rather than personal likes or dislikes.

Conrad | Excellent question, Natasha. I typically ask “What feedback do you have for me?” or “How can I better help you succeed?” What responses do you usually get with your approach?

Natasha | People discuss experiences that were well-organized, well-communicated, or smooth, or suggest how different structures might generate better participation.

Zach |  How do you ensure the feedback is honest and transparent? People often moderate feedback to avoid upsetting relationships, especially when giving feedback to senior leaders.

Natasha | Consistency and actionability are key. If requesting and receiving feedback is part of your operating model, done quarterly across your leadership team and cascaded down, people realize you take it seriously. It’s not temporary but part of the culture. When people provide feedback and you see recurring themes, you must act on it, regardless of internal defensiveness.

Conrad | The relationship quality determines feedback honesty. Healthy relationships include honest feedback. The feedback’s honesty can measure relationship quality – whether people feel they must hold back or aren’t telling you their true thoughts.

Zach | Let’s discuss receiving feedback. We get excited about positive feedback and deflate with negative feedback. How do you help teammates be receptive and prevent defensiveness? How do you elevate them even with uncomplimentary feedback?

Conrad | Leadership by example is crucial. We tend to want to tell people our feedback first, but we should seek to understand before being understood. Show up trying to understand how to serve and support better. Model exceptional feedback requesting, receiving, and providing. After 30 years in my career, I still feel physical reactions to negative feedback, but I’ve reached a point where I’m comfortable being imperfect. Being comfortable with yourself and helping others feel comfortable is important – none of us are perfect.

Natasha | The realization of imperfection was painful – it wasn’t my plan. Conrad, you said you no longer care, but I know you care about how you interact with others and impact their experiences – you just don’t strive for perfection anymore. We still want to be better leaders because we can influence others’ experiences significantly.

Feedback cannot be a “gotcha” moment. Real-time feedback after meetings or for document errors should be brief and fact-based. Feedback sessions require preparation and dedicated time – you can’t catch people off guard. Both the receiver and deliverer need preparation. The deliverer collects specific examples and considers how to frame feedback clearly without sugarcoating. Both sides invest time and emotional resources because they care about mutual success and growth.

Zach |  It seems step one is creating a culture where teammates are open to feedback without defensiveness. The timing of feedback is crucial. Corporate performance management programs often force annual or biannual feedback, feeling artificial and rushed. Daily feedback is more important, but timing is critical.

For example, after a client presentation, I’d let them enjoy their success first, giving only positives. Later, in a low-pressure situation, I’d discuss areas for improvement. It’s an art that requires reading about the person and situation.

Conrad | That reminds me of a model from Intel comparing feedback to training dolphins or dogs. Positive feedback should be immediate, like the whistle rewarding desired behavior. Advice for improvement should come when it can be acted upon – maybe just before the next opportunity rather than right after the last one.

Natasha | Here’s a practical framework that worked for me: With ten direct reports, quarterly they would write to each other one thing they excel at and one “unlock” needed to reach their full potential. Everyone received ten perspectives. A week later, in a leadership meeting, they’d read their strengths and unlocks aloud, incorporate unlocks into development plans, and report progress in the next quarter. Initially, people are cautious, but by the third or fourth time, they wanted more frequent feedback. When leaders show openness to feedback and act on it, trust develops.

Conrad | I love how you connected it to the next session. This conversation is crucial at individual, team, and global levels. I recommend “No Rules” by Reed Hastings, especially chapter two on feedback. Imagine if world leaders properly gave and received feedback – the world would be different.

Zach | Thank you both for these insights about requesting, receiving, and fostering feedback culture. We discussed finding blind spots, being proactive, consistency, taking action, and timing. Thanks everyone for listening. Please subscribe and check our next episode.

Natasha | Take care, everyone.

This transcript has been edited for clarity while maintaining all substantive content