Map out all potential areas for feedback. For example, don't just see it as coming from what your clients, employees, or students freely offer up. Due to power dynamics, they may not offer you feedback. Instead, be consistent in proactively asking for specific feedback on a particular area you want to improve. And be sure to give folks time to respond (including weeks, if necessary) and options (including anonymity). Additionally, actions and inactions are also sources of feedback. If your coaching clients aren't returning for their third session with you, that's feedback. If you're sensing a decline in morale or a lack of innovative spirit within your organization, think of that as feedback. If a large group of students struggles to understand your lesson, that could be feedback. Lastly, the key to getting effective feedback as a leader is to recognize the power of your positionality and to stay hungry about improving your feedback literacy. When you become the trusted advisor or leader of your group, it may be more challenging than ever for you to receive feedback. Recognize this and be willing to make an extra effort to get what you need for your continued growth.