Rolling out feedback with direct reporting leaders

There do appear to be some things, specifically one to ones, that Mike & Mark suggest ensuring your reports also role out.
My own view is that standards (such as the feedback model) are great, and that your DRs shouldn't be forced to use them. However if someone doesn't use a standard then they better do as well or better without it. That isn't to say it is the right answer, and I see no issue with a manager telling his DRs to use the feedback model.
It may seem a little quaint but if the issue is that they are struggling with implementing it (not that they don't want to) then getting them to commit to do it, and making it a coaching area may help you make progress. Finally, next time you give feedback to one of the DRs that's resistent, ask him afterwards if he appreciates the feedback he gets and finds it useful. Hopefully he'll say yes and then you can ask why he doesn't use a tool he accepts is useful with his own directs, because you didn't employ him to do what he wants, you employed him to be effective.

... what you mean.
Are you asking how to get your directs to give more feedback?  Are you doing One on Ones?  Are they?  If so, for both, how long?  How long have you been giving feedback?
I am sure it is just a vocabulary issue, but I wouldn't much care about their embracing the feedback culture so much as getting them to give more feedback, also.
More once I understand better.
Mark
 

Listen to the measuring the trinity podcast That Camerún out on the 20th this month. I believe your answer might be there. What about creating a simple measurement and a target for feedback from your directa to theirs? You can ask them to commit to say one feedback a week, you make them accountable for it on the one-on-one meeting and as they consistently achieve the target you can increase it. You can also use the ideas role out in the same cast on Next step, get things done, don't overwhelm your directs they have to give feedback all the time, just let them commit to one step at the time say one feedback a week or something That is reasonable and built from there. don't concentrare yet on enough or proper just focus on increasing and as also nicely explained on the measuring the trinity cast by doing it more it Will become better.

Nara

Thanks for your answers.
@JOHNG: actually I asked my DRs whether the feedback they get from me is useful and helpful to them. They say yes and want to get more. I believe they struggle with implementation and fear of "loosing face" in front of their own DRs. Perhaps what I should have mentioned is that my DRs are chinese, which probably makes them less eager to try feedback approach, which they have not been doing till now.
@MARK: What I would like is to see my DRs give frequent, open feedback to their own DRs (from the feedbacks I get from some of them I know, they are not getting enough of it or none at all).
I've been doing O3s with my directs for over a year now. They have been doing O3s with their DRs for about 4 months.
@NARAA: thanks for your hint, I have not listened to this cast yet - will do it.
I started wondering whether trying to make my DRs use the feedback model is not too premature, especially since they have been doing their O3 for only few months. Perhaps more of my own feedback to them and continuing of their O3s with their staff would do better?.
Looking forward to more of your comments. Thanks.
 

 My first thought was if your directs directs are chinese, they may indeed need to be more careful.  I know there are differences in cultures that maybe misunderstood.  
My second reaction was, much more so they should be giving feedback.  There are differences in cultures that unless spoken, the directs will have one expectation and the boss another and unless stated clearly cannot be resolved.  
I have had chinese collegues and clients, never had a direct chinese working for me.  The chinese I have met have their own/different way of elaborating staff (the ones I have met start understanding the detail to then understand the big picture, which seems to be the opposite from the american culture which summarises first before getting into detail), but they were all very straight forward and there was pretty much nothing they couldn´t really talk about.  And all were always very eager to learn and to improve.
One important thing though to be careful I believe is to make sure the feedback is done in private as a public feedback, or one that could be heard by others, I believe can be understood as an offense specially by asians.  
On the bright side, when you work across cultures, one can actually afford to make more mistakes because there is always the language and the culture differences, so even if there is a misunderstanding people don´t directly assume it was on purpuse or something like that but blame it on the language or cultural diferences and give each other a second chance.
Maybe someone with more knowledge on chinese culture and customs can add to the discussion.
With regards to your directs starting or not the feedback, are you getting complains from your directs on the work of theirs, or are you observing deficiencies on their work that should improve through their directs?  If you are, then I believe it is time they start giving feedback, if not, then you can afford to wait more.   And if you are getting complains about your directs on their directs, I wouldn´t even let my directs talk about that, you have given them the solution already, it is up to them to use it or find another way to sort it out.  Maybe concentrate more on demanding the results you want from your directs than demanding them to give feedback to their people.  If they are smart, in time they will figure out they need to give their people feedback to get the results you want.

As I still struggle with providing enough feedback myself, and am encouraging (insisting actually) that my directs who have directs also use the tool, we use marbles.
Each week in our team meeting, we go around the table and state how many pieces we have provided that week.  We have a goal number to reach, myself included (which helps me stay on track).  We then discuss any questions, concerns or in that regard, and make a new goal for the next week.
It is amusing watching us walk around the office carrying a marble in our hand for support and grinning to each other.

Jirrin,
 
I am intrigued, please can you provide some more information on the use of marbles for monitoring feedback given.
 
Thanks

I would also like to get a bit more details about the use of the marbles for monitoring feedback.  
Recently I have been preparing some material on the analogy between leaders and orchestra conductors.  There is a nice TED talk on it on by Itay Talgan on http://www.ted.com/talks/lang/eng/itay_talgam_lead_like_the_great_conductors.html for those interested.  
What I did come across though, which is relevant to this discussion, is how important feedback from the conductor is to make sure the orchestra is playing as an ensemble and how straight forward orchestra conductors give adjusting feedback to the players.  I guess it might be an interesting exercise to recommend managers go see a life classical orchestra concert and then ask themselves what did it take for that orchestra to be ready that day.  It takes practice, individually, and in group, coaching, and above all a lot of adjusting feedback.  See links bellow to see the under the scenes work of some famous orchestra conductors.
I actually though perhaps a good reminder for managers to give feedback would be to keep a conduction baton with them.  But there would be the risk of them pointing it to their directs which would not be a good idea.  So the marbles idea sounds interesting. 
http://www.youtube.com/watch?v=Shc-4AZVaNk - Karajan
http://www.youtube.com/watch?v=Ty_sFEn46P8 - Carlos Kleiber
http://www.youtube.com/watch?v=rzbLQhtk2nw - James Levine
http://www.youtube.com/watch?v=kK7wVW1DKFU - Paavo Jarvi