Host Lisa Urbanski sits down with global leadership consultant David Cohen to unpack how 360° feedback can move you from self-doubt and defensiveness into clarity, confidence, and real growth as a leader. If feedback has ever left you feeling confused, exposed, or like an imposter, this episode will show you how to read it differently—and use it to lead better starting now. You’ll learn how to: - See 360° feedback as useful data instead of a personal attack - Understand why your self-view and others’ view often don’t match—and why that’s normal - Give honest feedback without shaming, blaming, or burning bridges - Use “feedforward” and future-focused language to drive real behavior change - Align feedback with values, culture, and the top behaviors that actually matter in your role - Respond to tough comments with courage and curiosity instead of ego and avoidance This conversation will help you feel less threatened by feedback and more equipped to turn it into a practical tool for your own leadership transformation.

HRM SKILLS organises innovative, value-added and cost-effective bespoke and face-to-face training which helps people succeed at work.

HRM SKILLS organises innovative, value-added and cost-effective bespoke and face-to-face training which helps people succeed at work.

HRM SKILLS organises innovative, value-added and cost-effective bespoke and face-to-face training which helps people succeed at work.

HRM SKILLS organises innovative, value-added and cost-effective bespoke and face-to-face training which helps people succeed at work.

HRM SKILLS organises innovative, value-added and cost-effective bespoke and face-to-face training which helps people succeed at work.

Background: Line managers play a key role in preventing poor #MentalHealth but often lack necessary skills and knowledge. Existing interventions typically focus on #MentalHealth awareness rather than practical skills. The evidence-based Managing Minds at Work (MMW) web-based training program was developed to address this gap by enhancing line managers’ confidence and competence in prevention. Objective: This study piloted the MMW intervention to assess its feasibility. Objectives included evaluating (1) uptake potential across small, medium, and large companies; (2) perceived suitability and effectiveness of the intervention; and (3) feasibility of outcome data collection methods. Methods: We conducted a 2-arm pilot cluster randomized controlled trial of a self-guided, web-based training intervention for line managers. Twenty-four organizations were randomly assigned to the MMW intervention or a 3-month waitlist. A total of 224 line managers completed baseline measures (intervention: n=141, 62.9%; control: n=83, 37.1%), along with 112 of their direct reports (intervention: n=74, 66.1%; control: n=38, 33.9%). Follow-up data were collected at 3 and 6 months. Semistructured interviews with line managers and stakeholders (n=20) explored experiences with the study and intervention, and qualitative data were analyzed thematically. Line managers also completed feedback forms after each of the 5 MMW modules. Results: The recruitment of organizations and line managers exceeded targets, and retention rates of line managers were good at 3 months (161/224, 71.9%) but not at the 6-month follow-up (55/224, 24.6%). Feedback on the intervention was very positive, indicating that line managers and organizational stakeholders found the intervention acceptable, usable, and useful. We observed significant improvements with moderate to large effect sizes for all trial outcomes for line managers in the intervention arm from baseline to the 3-month follow-up. Line managers completed a variety of questionnaires, which showed increased scores for confidence in creating a mentally healthy workplace (intervention group: mean change 3.8, SD 3.2; control group: mean change 0.6, SD 3.2), #MentalHealth knowledge (intervention group: mean change 1.9, SD 3.0; control group: mean change 0.2, SD 2.9), psychological well-being (intervention group: mean change 3.6, SD 8.3; control group: mean change −0.7, SD 7.7), and #MentalHealth literacy at work (intervention group: mean change 11.8, SD 8.9; control group: mean change 0.8, SD 6.2). Collecting data from direct reports in both study arms was challenging, with results inconclusive regarding observed changes in trial outcomes. Time constraints and workload were commonly cited barriers to completion of the intervention. Conclusions: This pilot feasibility trial provides strong evidence for the usability and acceptability of the MMW #Digital training and the research design. MMW shows potential to improve line managers’ confidence and competencies in promoting #MentalHealth. The study also identified key considerations for future large-scale implementation and evaluation. Trial Registration: ClinicalTrials.gov NCT05154019; https://clinicaltrials.gov/study/NCT05154019