A Little Feedback Goes a Long Way
May 7, 2026 | By David M. Wagner
At a nonprofit networking event I hosted several months ago, two colleagues approached me with an idea. Could we hold a similar event, just for nonprofit consultants and other service providers?
We committed to making it happen. We decided that, even if it just the three of us showed up, it would be a worthwhile use of our time.
Fast-forward to the first feedback we were interested in: would our peers find the idea as interesting and valuable as we did?
It turned out, the answer was a resounding “yes!”
For two events we hosted (one virtual, one in-person), over 40 people registered in advance and around 30 attended each event.
While my colleagues and I put a lot of thought into the event flow and materials, we also weren’t sure about the structure. We enjoyed it, but did it meet the needs of this community?
Thus our second topic for feedback: Did the event structure work? Did attendees find it useful? Would they want to come again?
So we asked registrants to complete an online survey.
The early responses (we’re still collecting input on the second event) sent three clear messages:
There is overwhelming interest in keeping these events going.
The structure worked really well for making connections.
And there was room for us to improve the value and inclusiveness of the events.
We even used some of the feedback from the first event to shape small choices we made in organizing the second one just a week later.
Yes, this is shaping up to be a great success story for these networking events. But I also wanted to share some lessons about feedback that could apply to your work as a leader.
Don’t be Shy About Asking for Feedback
It is difficult to make equitable and effective decisions without quality data. As a nonprofit leader, many of your decisions hinge on how other team or community members will respond to your choices:
Which program design will be most valuable to your constituents?
What fundraising message will best communicate the impact of your work and generate the most support?
If you hold an event, will enough people come to make it worthwhile?
Will staff embrace changes you’re considering in your organization?
One surefire way to get feedback is to just try something out and see what happens.
That’s what we did with our networking events. But we had the luxury of those events being low-cost and requiring no more effort than we were willing to dedicate, even if no one else came.
For larger, more expensive, or otherwise riskier ventures or changes, it really pays to get input first.
Here are three techniques I have helped clients employ to get meaningful feedback before committing significant resources:
Conducting interviews, surveys, and focus groups (best for earliest stages when you have the least amount of information)
Asking for comments on draft designs, documents, or policies (great when you already have an idea and want to gauge audience acceptance)
Implementing a pilot to test a concept at a smaller scale (for working out the bugs and evaluating performance that you can’t predict from human forecasting alone)
Some leaders I’ve known hesitate to send out calls for feedback or distribute surveys out of the concern that community members are already inundated with requests, emails, or other concerns.
I empathize. And I reframe the suggestion this way: Would you want someone to get your input in advance? The answer is usually “yes.” Making feedback optional also allows individuals to self-select – they will decline to give input if they truly can’t spare the time or energy. Usually, it hurts more not to ask.
Be a Generous Feedback Giver
Let’s flip the table: who in your circles could benefit from receiving feedback from you?
Many people, programs, and organizations are starved for input. That’s one reason you see a survey request on the bottom of every other receipt wherever you shop.
Inside your own organization, you can make meaningful feedback easier to get by building a culture of feedback – by making input processes:
Normal (feedback is sought and given routinely),
Safe (feedback is welcomed without blowback), and
Effective (feedback is actively acknowledged and acted upon, even if the action is thoughtful review and a decision to the contrary)
Offering feedback outside your team (or anywhere you have less influence over the culture) can be dicier – there’s the risk of proffering unsolicited, or even unwelcomed, advice.
Here are conversation starters to test the waters and make your input easier for the other party to receive, if they’re willing:
“I know quality feedback can be hard to get. Are you looking for any input on …?
“I would love to compare notes. Can we sit down sometime to exchange our thoughts about…?”
When (and ONLY when) they express openness to your input, make sure to put your relationship with them first – express feedback, especially concerns, in a neutral way that doesn’t assign blame.
Get Feedback as a Leader
In full transparency, I’m going to end today’s article with a sales pitch.
If you’ve found it difficult to get meaningful feedback to support your professional growth and development, I have a solution.
My new leadership 360-degree review is a way to get candid input from your board, peers, and team in a supportive, coaching-oriented process (not a performance evaluation). The steps are simple:
You control the process. We’ll meet to discuss the feedback you want and who you want it from.
I collect and synthesize the input. I’ll interview up to 8 people at your invitation and ask you to complete a self-assessment, all focused on your feedback priorities. I’ll create a tailored report identifying key themes – what you’re doing well, where to focus your growth next, and how to use your existing strengths to your further advantage.
I’ll coach you through the feedback and actions you can take. We’ll talk through your 360-degree review together to answer your questions, consider my recommendations, and – especially – highlight specific steps you can take next.
Ready to get the feedback you need to grow as a leader? It starts with a no-obligation conversation to decide if this would be a good fit for you. Schedule your coaching fit review today.