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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building, and golajieving. This

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<v Speaker 1>is the seven Minute Leadership Podcast with your host Paul Fellavaledo.

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<v Speaker 2>Hello everyone, and welcome to the seven Minute Leadership Podcast.

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<v Speaker 2>It's episode six twenty six. Today we're talking about something

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<v Speaker 2>every leader says they value and very few actually engineer. Feedback.

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<v Speaker 2>Not the annual review kind, not the form you fill

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<v Speaker 2>out and file away. I'm talking about real, living, breathing

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<v Speaker 2>feedback that moves your team forward. And I want you

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<v Speaker 2>to picture this as a flywheel. If you've ever seen

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<v Speaker 2>a massive industrial flywheel, you know it does not move fast.

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<v Speaker 2>At first. You push it and it barely turns. You

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<v Speaker 2>push it again, and it moves a little more, and

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<v Speaker 2>after enough consistent force, it starts spinning on its own.

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<v Speaker 2>Once it is moving, it creates energy and momentum that

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<v Speaker 2>is hard to stop. Feedback works the same way. Most

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<v Speaker 2>leaders treat feedback like a fire extinguisher, something you grab

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<v Speaker 2>when there's smoke. Someone makes mistake, morale dips, performance slides,

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<v Speaker 2>and then you rush in with corrective comments. That is

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<v Speaker 2>not a flywheel. That is crisis management. A feedback flywheel

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<v Speaker 2>has four simple components. First, observation. Leaders who build momentum

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<v Speaker 2>pay attention. They are not buried in email. They are

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<v Speaker 2>not hiding behind closed doors. They are in the room,

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<v Speaker 2>on the floor, in the cockpit, in the station bay,

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<v Speaker 2>wherever the work is happening. In aviation. I've said this before.

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<v Speaker 2>One degree off course does not look like much in

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<v Speaker 2>the first mile. Ten miles later you're in a different city.

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<v Speaker 2>Feedback starts with noticing small deviations early. Second, immediate conversation,

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<v Speaker 2>not dramatic, not emotional, direct and calm. You see something

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<v Speaker 2>done well, you say it. You see something off, you

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<v Speaker 2>address it in real time, not three weeks later during

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<v Speaker 2>a scheduled meeting when the moment has lost oxygen. When

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<v Speaker 2>I was teaching scuba diving back in the day, if

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<v Speaker 2>a student's buoyancy was off by a few feed I

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<v Speaker 2>corrected it immediately under water. If I waited until we

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<v Speaker 2>were back on the boat, the learning window was gone.

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<v Speaker 2>Leadership is the same. Delay kills development. Third, ownership. This

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<v Speaker 2>is where most leaders break the flywheel. You cannot give

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<v Speaker 2>feedback and then disappear. If you tell a supervisor to

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<v Speaker 2>tighten up their documentation, you need to circle back. If

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<v Speaker 2>you tell a team member their tone and meetings need adjustment,

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<v Speaker 2>you follow up and ask how it's going. Feedback without

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<v Speaker 2>follow through is just noise. Ownership also means you invite

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<v Speaker 2>feedback about yourself. If your team cannot tell you the

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<v Speaker 2>truth about your blind spots, your flywheel is already rusted.

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<v Speaker 2>Fourth repetition Momentum only builds with consistency. You cannot give

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<v Speaker 2>feedback once a quarter and expect a culture of growth.

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<v Speaker 2>You cannot hold one tough conversation and think accountability is handled.

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<v Speaker 2>The flywheel spins because you keep pushing. Now Here is

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<v Speaker 2>the leadership lesson inside. This feedback is not about correction.

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<v Speaker 2>It is about energy transfer. Unwrite feedback does three things.

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<v Speaker 2>It clarifies expectations, It tightens standards. It builds trust. Yes,

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<v Speaker 2>builds trust. Most leaders are afraid feedback will damage relationships.

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<v Speaker 2>The opposite is true. Silence damages relationships. Confusion damages relationships.

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<v Speaker 2>Inconsistency damages relationships. Clarity builds trust. In my world, whether

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<v Speaker 2>it's ems aviation, we're running an organization, ambiguity is dangerous.

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<v Speaker 2>The same is true in business, healthcare, education, or any industry.

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<v Speaker 2>If your people do not know where they stand, they

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<v Speaker 2>will assume the worst, or they will drift. The feedback

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<v Speaker 2>flywheel prevents drift. Now let me give you a tactical

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<v Speaker 2>way to implement this starting to mo Step one, schedule

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<v Speaker 2>two daily observation windows. Ten minutes in the morning, ten

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<v Speaker 2>minutes in the afternoon. No phone, no laptop, walk the floor,

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<v Speaker 2>listen and watch. Step two deliver one piece of positive

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<v Speaker 2>feedback and one piece of corrective feedback every single day.

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<v Speaker 2>Small as fine, specific is required. Do not say good job,

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<v Speaker 2>Say I notice how you handled the customer's frustration without

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<v Speaker 2>escalating it. That protected the brand. Do not say you

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<v Speaker 2>need to improve communication. Say when you send reports without

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<v Speaker 2>a summary, the leadership team spends extra time to coding them.

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<v Speaker 2>Add a three sentence executive overview next time. Step three

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<v Speaker 2>track follow up. Keep a simple notebook, write the name,

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<v Speaker 2>the issue, the date. Revisit it in a week. That

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<v Speaker 2>is how you create accountability without turning into a micromanager.

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<v Speaker 2>Now here's the red key moment in all of this.

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<v Speaker 2>High stakes leadership moments are not always dramatic. Sometimes they

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<v Speaker 2>are quiet. A comment you avoid, a standard, you lower,

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<v Speaker 2>a behavior you tolerate because you are tired. Those are

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<v Speaker 2>red key moments. Every time you choose silence over clarity,

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<v Speaker 2>you slow the flywheel. Every time you lean into the conversation,

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<v Speaker 2>you add force. Over time, something powerful happens. Your team

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<v Speaker 2>starts self correcting, peers start holding peers accountable. Standards become

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<v Speaker 2>culture not personal. When that happens, you're no longer pushing

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<v Speaker 2>the flywheel alone. The team is pushing it with you.

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<v Speaker 2>That is when leadership shifts from supervision to stewardship. And

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<v Speaker 2>here's the final warning. If your flywheel is not spinning,

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<v Speaker 2>something else is gossip, complacency, mediocrity, feedback energy does not

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<v Speaker 2>disappear at either fuel's growth or it fuels dysfunction. So

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<v Speaker 2>ask yourself today, is your leadership build on annual reviews

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<v Speaker 2>in occasional tough talks, or are you intentionally building a

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<v Speaker 2>feedback flywheel? Seven minutes a day is enough to change this.

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<v Speaker 2>Observe speak, follow up, repeat, Momentum will take care of

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<v Speaker 2>the rest. So leadership is not about grand speeches or

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<v Speaker 2>dramatic interventions. It is about small corrections made early and often.

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<v Speaker 2>Start pushing the flywheel today. Have one real conversation that

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<v Speaker 2>you have been avoiding. Give one precise piece of praise

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<v Speaker 2>that reinforce this is your standard. Keep it moving every day.

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<v Speaker 2>That is how you build a culture that does not stall.

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<v Speaker 2>This has been the seven minute Leadership Podcast and I

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<v Speaker 2>thank you for listening.

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<v Speaker 1>For more Paul fell of Alito Podcasts, visit paulfellowalito dot

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<v Speaker 1>com