Sometimes we are so busy getting on with things that we don’t realise we have grown in our role. Getting feedback from others can help you to identify your hidden strengths, in order to feel ready to apply for that more strategic leadership role.

This feedback might be collected through a structured exercise, such as a 360 degree feedback questionnaire, if your institution offers this (often linked to a leadership programme or coaching). However, there are other ways to get feedback from those around you, such as asking people to describe you in three words, or (perhaps as part of an away day exercise) inviting people to give anonymous contributions on things they think you should start – stop – continue doing.

Consider gradually incorporating feedback requests into your regular group, collaborative, or one-to-one meetings, so it becomes a natural habit. This normalises the practice, and your team and colleagues will gradually come to expect these requests and be prepared with responses.

Initially, be aware that people may be caught off guard and respond with vague answers like, “No, everything is fine.” To encourage more constructive feedback, ask specific questions. For example, instead of asking, “Do you have any feedback for me?”, try, “Is there anything I could do differently to help you feel better equipped, develop your independence, or continue making progress?”

Alternatively, you could say, “Reflecting on how we worked together drafting your thesis chapter, can you share something that worked well and something you feel you wouldn’t need next time?”

The ‘Johari Window’ is a useful framework to support reflection on how increased self-awareness can be applied to improved communication and leadership. By getting feedback on how others see us (including on our hidden strengths and blindspots) we can be more intentional in how we lead. You can read more about the Johari window on page 30 of the Future Leaders Fellow Development Network research leadership workbook.