You're faced with giving feedback to a senior leader. How do you ensure it's constructive and well-received?

Giving a senior manager a feedback can be a high-stakes situation. To make sure your feedback is constrictive and actually helps the person to improve, make sure of the following: 1. Decide if this feedback should be given: Is the impact serious enough? Is the behaviour wrong or just different? Will your feedback help them improve? 2. Preparing feedback: Write down the topic that you would like to give feedback about. Capture as much detail as possible to clearly articulate the situation. Identify a specific behavior and appropriate time and place to give feedback 3. Start the conversation by asking permission to give feedback 4. Describe the specific behaviour you noticed and it's impact 5. Listen carefully to recipients response

When I had to give feedback to a senior leader, I learned the importance of thorough preparation. First, I make sure I understand the situation completely. I gather all relevant information, facts, and examples that support my feedback. It’s crucial to base feedback on concrete evidence rather than vague impressions or hearsay. For instance, when I noticed a decline in team morale that I believed was linked to the senior leader's management style, I didn't rely on a few isolated incidents. I collected data over a period of time, noting specific instances where their actions had a direct impact on team members' attitudes and productivity. This preparation helped me present a clear, compelling case rather than a subjective opinion.

Prepare Thoroughly: Gather relevant data and examples to support your feedback. Choose the Right Setting: Ensure a private and respectful environment for the conversation. Be Respectful: Approach the discussion with respect and professionalism. Focus on Behavior: Address specific behaviors and their impact, not personal attributes. Be Solution-Oriented: Suggest actionable steps for improvement. Empathy: Show understanding of the challenges they face. Follow Up: Offer support and follow-up to track progress and offer further assistance.'

Giving feedback to a senior leader is like walking a tightrope; balance is key. Start by framing your feedback positively and focusing on specific behaviors, not personal traits. Use data and examples to support your points, showing the impact on the team or organization. Emphasize mutual goals and shared successes, and suggest actionable improvements. Keep it concise, respectful, and solutions-oriented. Remember, the aim is to foster growth, not to criticize. For example, "Your strategic vision has greatly benefited our project. One area for enhancement could be clearer communication on deadlines, which would streamline our processes and boost efficiency." This approach ensures your feedback is seen as constructive and valuable.

For me, timing is super important when giving feedback to a senior leader. I’ve learned that delivering feedback at the wrong time can lead to defensiveness and resistance, while the right timing can make a significant difference in how the feedback is received. In one instance, I needed to address a senior leader’s communication style, which was causing confusion and frustration within the team. Rather than bringing this up during a hectic period leading up to a major project deadline, I waited until the project was successfully completed and the team was in a more relaxed state. This allowed the senior leader to be more open to listening and reflecting on the feedback without the immediate pressure of ongoing issues.

Communicating feedback tactfully is essential to ensure it is well-received and leads to positive change. I always strive to approach the conversation with respect, empathy, and clarity. This means being mindful of my language, tone, and the overall manner in which I deliver the feedback. One of the key strategies I use is the “sandwich” method, where I start with positive observations, then present the feedback, and end with positive reinforcement or suggestions for improvement. This approach helps to soften the impact of the critical feedback and makes it more palatable.

Continuous learning is an important factor to have growth and positive mindset to observation experience teaching and learning In my view the leader is its true leader then the leader's main aim is to give value to their #teammembers and at the same time build #another leader in everyone in the team so that they can take a #risk and take a #decision for the well being of the community despite their field. Their #experience can be the lessons for their team . Honesty #integrity empathy reciprocity autonomy #accountability & #authority could be the key feature of every team member to be a leader and everyone has this #quality just the leader has to #empower them in the right #direction #teambuilding #honesty #LeadershipStyle #Leadership

When giving feedback to a senior leader, it’s essential to approach the conversation with respect and clarity. Start by acknowledging their contributions and expertise to set a positive tone. Use specific examples to illustrate your points, ensuring your feedback is grounded in observable facts rather than personal opinions. Frame your suggestions in a constructive manner, focusing on potential improvements and benefits for the organization. Maintain a collaborative attitude, expressing a willingness to support their efforts and work together towards solutions. Finally, invite their perspective on the feedback to foster an open and respectful dialogue.

Be respectful, be prepared, speak clearly and slowly. The basics of strong communication work in most settings—whether someone is an intern or a VP or a CEO.

- Use "I" Statements: Express your feedback from your perspective to avoid sounding accusatory. For example, "I noticed that..." or "I feel that..." - Encourage Dialogue: Make it a two-way conversation. Allow the leader to share their perspective and be open to discussing potential solutions together.

In my experience, framing the feedback as a partnership aimed at mutual improvement fosters a more open and constructive dialogue. I start by emphasizing our shared goals and how the feedback aligns with achieving them. This sets a positive tone and underscores that the feedback is not about placing blame, but about working together to enhance overall performance. Involving the senior leader in the feedback process is also key. Rather than simply presenting my perspective, I invite them to share their views on the situation. This two-way exchange allows us to gain a more comprehensive understanding of the issues and co-create solutions.

Es importante que el feedback tenga las siguientes caracteristicas: - Oportuno: Que sea en el tiempo que realmente se tiene que dar. No mucho tiempo después que las cosas pasan, ni anticiparme a los hechos. - Constructivo: Siempre se tiene que dar feedback para sumar y construir. NO sirve el feedback destructivo o el feedback de reproche. - Circunstanciar: Siempre se debe citar usando Hechos Reales. Mucha gente dice "Aquella vez.." " un día". Debemos centrar el hecho puntual para ese feedback. - Impacto en mí: En el feedback siempre se debe dar la persectiva de uno y el impacto emocional que me llevó a dar esa retroalimentación. -Siempre Cerrar el feedback con los pasos siguiente. Debemos irnos con un plan de acción acordado.

The goal of feedback is to facilitate professional development and improve performance. By delivering your feedback thoughtfully and constructively, you can help to foster a culture of continuous improvement and mutual respect.