By Brenda Bence, CSP, Global Speaking Fellow
Management guru Ken Blanchard often shares a simple truth: “Feedback is the breakfast of champions.”
If that’s the case, the question becomes: how often – and how well – are you, as a professional speaker, being fed?
For many speakers, the honest answer is not enough. And more importantly, not the kind of feedback that drives real growth and improvement.
The only way to access feedback that truly elevates your performance is to take ownership of it. No one will prioritize your development more than you will. When you actively seek input, you don’t just improve – you accelerate your trajectory.
Of course, asking for feedback isn’t always comfortable. It requires a willingness to hear what’s not working, not just what is. Even small areas for improvement can feel personal.
But there’s a bigger reality to consider.
Avoiding feedback may protect you in the short term – but it limits you in the long term. Left unaddressed, small gaps compound. Over time, they can stall your growth or even derail your career.
So. the real choice is: Will you accept short-term discomfort for long-term advancement?
Because when you do, clarity replaces guesswork, progress replaces plateau, and improvement becomes intentional – not accidental.
There’s also an empowering energy that comes with growth. As you refine your craft, you reconnect with your purpose. You become sharper, more confident, and more impactful. That momentum is not just motivating – it’s transformative.
Why Don’t Speakers Seek More Feedback?
Despite its clear value, many professional speakers operate without consistent, meaningful input.
Why? Here are five (5) patterns I’ve observed:
- Success creates rigidity. The more experienced you become, the easier it is to rely on what has worked in the past – and the harder it becomes to stay coachable.
- Ego gets in the way. Pride can quietly block progress. When identity is tied to performance, feedback can feel like a threat rather than an opportunity.
- Doubt about authenticity. Some speakers question whether feedback will be honest – or filtered.
- Wrong sources. Not all feedback is created equal. Input from the wrong people can mislead more than it helps.
- Comfort with the status quo. If nothing appears “broken,” it’s tempting to keep going as is.
But here’s the truth: in high-performance environments, like the stage, “good enough” is rarely enough.
The speakers who sustain relevance – and leadership – are the ones who continue to evolve.
The Do’s and Don’ts of Meaningful Feedback as a Speaker
If you are serious about elevating your impact, feedback must become part of your system – not an afterthought.
Here’s how to approach it with intention:
Do ask for feedback after every event.
Don’t leave insight on the table. Seek input from audience members, organizers, and sponsors. Each perspective adds a layer of understanding. Together, they create a more complete picture of your performance.
Do signal that you want honesty.
People take their cues from you. When you explicitly – and authentically – invite candid input, you create permission for others to be real. That’s where the value lies.
Do respond with appreciation – only.
When someone shares feedback, your role is simple: say “thank you.” No defending. No explaining. Just listening. You can decide later what to act on – but, in the moment, respect the contribution.
If needed, prepare yourself in advance. Anticipate what you might hear. The more ready you are emotionally, the more effectively you will receive.
Do capture the feedback in real time.
Write it down. Don’t rely on memory – especially when emotions are involved. Taking notes also reinforces your seriousness and encourages others to be more thoughtful in what they share.
Do use structured tools when necessary.
If candor may be limited, consider anonymous questionnaires. These can unlock insights that might not surface in direct conversation.
Keep your format simple:
- Scaled ratings (e.g., 1 – 10)
- Yes/No questions
- Short written responses
Over time, refine your questions based on what yields the most useful insight.
Do ask targeted questions.
Vague requests lead to vague answers. Precision drives value.
For example:
- What are my top 2 – 3 strengths as a speaker?
- What are 2 – 3 ways I could improve?
- What do I do too much of?
- What do I do too little of?
- How could I make my content more impactful?
- What would you suggest I do differently?
Start with strengths – this opens the door. Then move into development areas.
Balanced feedback is both more constructive – and more actionable.
Don’t ask overly broad questions.
“Can you give me feedback?” is rarely effective. People don’t know where to focus. Guide them. The quality of your questions determines the quality of your answers.
Don’t get defensive.
This is critical.
The moment you resist feedback, you reduce the likelihood of ever receiving it again – at least, not honestly.
Train yourself to listen fully. Stay silent. Stay curious. Even if you disagree, there is always something to learn.
At all levels of professional speaking, feedback is not optional – it’s foundational.
The most impactful speakers are not those who believe they’ve “arrived.” They are the ones who remain open, reflective, and committed to continuous growth.
So, the question is simple: Where will your next level of growth as a professional speaker come from – and are you willing to ask for it?
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Brenda Bence is a globally recognized keynote speaker, Certified Speaking Professional, Global Speaking Fellow, and inductee into the Professional Speaker Hall of Fame – distinctions that reflect sustained excellence at the highest levels of the speaking profession.
In demand across six continents, she delivers keynote experiences that go beyond inspiration to fundamentally shift how leaders show up, make decisions, and lead others. Her work sits at the intersection of leadership and brand, helping senior executives align who they are with how they lead.
A former Fortune 100 executive with an MBA from Harvard, Brenda built billion-dollar brands across dozens of countries. Today, she partners with Boards, C-Suite leaders, and Executive Leadership Teams to strengthen leadership impact and drive enterprise-wide results.
An award-winning author of 11 books, she has been featured in over 450 media outlets worldwide.