Don't fear the feedback Published Dec. 8, 2006 By Capt. Nora Eyle 90th Space Wing Public Affairs F.E. Warren AFB, Wyo. -- We've all heard the saying, you learn more from a bad boss then you ever do from a good one. I've said this myself because I used to believe it. That is until I worked for Col. John Carter, the vice commander at Osan Air Base, Korea. He was a great boss. A little while after I started working as his executive officer, he asked me to make some time on my schedule for a feedback. I couldn't help but ask, what did I do wrong? After a couple years in the Air Force, I assumed feedbacks were almost always negative or only done because a performance report was due. Colonel Carter sat me down, closed the door and proceeded to go step by step through every line on the performance feedback form. We covered my job expectations, how I was performing, my strengths and his personal expectations of me. Then we moved onto what I wanted to do with my life. He covered not only my next job but the job after that and the one after that. He told me about opportunities that I hadn't known were available and how I could find out more about them. I couldn't believe this busy person was spending this time on my life and career. It absolutely humbled me. We proceeded through the left section of the page, and he explained in detail the myriad of X's. Most of my feedback was positive, and it's supposed to be, after all it's a constructive exercise. But Colonel Carter also told me some things that I could work on. Initially, I was a little indignant and then I asked myself, "Why was I so upset?" I guess it's because I knew he was right. But I got over that quickly, and before I knew it, we were discussing his own experiences and things he strives to improve on. After 90 minutes, the colonel surprised me again by asking for my feedback on how he could improve. And he really meant it. I learned so much in that hour and a half on what leadership needs to be. I learned we need to constantly strive for improvement; we shouldn't ever stop. Colonel Carter taught me that, and it is one of the best lessons I've ever learned. If you're a supervisor, let your troops know what you expect and tell them if they are not meeting your standards. Denying them honest feedback is worse than saying nothing. I truly believe that nobody wants to fail, everyone wants to do well. Failing is no fun. I had begun that day feeling absolutely paranoid about what I had done wrong, and I left Colonel Carter's office feeling great. Sure, there were some things I had to work on, but he let me know what they were in such a constructive manner, I was motivated to improve. I will never forget what he taught me. Nobody is perfect and no supervisor really expects absolute perfection; however, just because it isn't realistic, doesn't mean you shouldn't strive for it.