Giving feedback is one of the most important jobs of a leader, but doing it in a way that’s both direct and constructive takes some finesse. It’s not just about telling the truth—it’s about doing so in a way that uplifts rather than discourages. Here are a few tips: Start with care: People are more open to feedback when they know it’s coming from a place of genuine support. Show that you’re invested in their success. Be specific and actionable: Vague feedback doesn’t help anyone. Focus on specific behaviors and offer concrete ways to improve. This helps the recipient know exactly what they can work on, instead of wondering if what you shared was actually feedback or not!

I recently encountered this scenario, the following is how I handled with Board of Directors. 1. Understand the Underlying Concerns, Investigate Reasons for Resistance: Gauge Organizational Context. Consider recent changes, pressures, or key decisions that may impact receptiveness. 2. Position Feedback as Collaborative Insight, Frame Feedback Positively, Use Data-Driven Evidence. 3. Tailor Communication Style, Adapt to Their Preferred Style, Respect Their Expertise. 4. Create Opportunities for Dialogue, Engage in Two-Way Conversations. 5. Demonstrate Small Wins, Suggest a Pilot Phase, and Highlight Incremental Successes. 6. Maintain Professional Persistence and Patience, Follow Up Respectfully, Reiterate your commitment to shared goals.

Start by understanding leadership’s reservations—whether they’re rooted in time constraints, trust in current processes, or impact concerns. Present feedback as a way to achieve strategic goals, using data to demonstrate potential benefits like efficiency gains. Show empathy and choose a receptive moment to share your insights. Focus on solutions, not just critiques, offering actionable steps to ease implementation. If resistance persists, seek allies within leadership to strengthen your case, showing it’s a collective effort, not an individual critique.

K?nnte Widerstand gegen Feedback bedeuten, dass Vertrauen fehlt? Vertrauen ist oft die Basis für eine offene Feedback-Kultur. Führungskr?fte k?nnen dieses Vertrauen st?rken, indem sie ihre Rückmeldungen empathisch und strategisch verknüpft pr?sentieren. Ein Vorschlag: Starten Sie das Feedbackgespr?ch, indem Sie die gemeinsamen strategischen Ziele hervorheben und konkrete Beispiele geben, wie das Feedback dabei hilft, diese Ziele zu erreichen. So wird Feedback nicht als Kritik, sondern als konstruktiver Beitrag zum gemeinsamen Erfolg wahrgenommen. Diese Methode zeigt Wertsch?tzung und f?rdert eine nachhaltige Zusammenarbeit, die auf gemeinsamen Werten basiert.

To address resistance to feedback from senior leaders, I would use a co-creation approach, avoiding confrontation. I’d begin by acknowledging their strengths, creating a positive, collaborative atmosphere. When delivering feedback, I’d focus on specific behaviors and outcomes rather than personalizing it. By framing it around concrete situations and impacts, I’d help them see the feedback as an opportunity for improvement that benefits the organization. I’d use clear examples to show how adjustments can lead to tangible results, aligning it with team and company goals. The aim is for them to view feedback as a tool for growth, not as criticism, but as a partnership for achieving greater success.