Here's how you can effectively give feedback to your superiors.

Empathy is really important when preparing to give feedback to anyone. When you take time to consider their perspective and put yourself in their shoes, you might realize other ongoing situations had an impact on their actions you are giving them feedback on. Also, empathy will help you understand how they prefer to receive such feedback--do they prefer direct and to the point, or do they prefer plenty of affirmation and praise to "ease the sting" of feedback? We sometimes give feedback as we would like to receive it, but that can be ineffective. Finally, ask yourself why you are giving feedback--only do it if it will help the team be better. Never do it as a defensive response to your own feedback.

Regardless of the audience, feedback must always be specific, timely and actionable. When providing feedback to a person higher up the ranks, be sure it's specific and something the individual can recall. It must be timely. Do not wait 3 months. Try to speak with them as soon as possible. Last, the feedback must be something within their control to change. If the feedback is not in their control, they have no opportunity to correct it. Lastly, be sure to emphasize you are giving this feedback as an opportunity to improve their management and leadership skills. Emphasize that you are on the same team and you noticed something that might help them in certain situations. Approach them humbly with their best interests at heart, not yours.

Giving effective feedback involves several key principles: 1. Be Specific. 2. Focus on Behavior, not Person. 3. Be Timely. 4. Balance Positive and Negative. 5. Use the "Sandwich" Method with Caution. 6. Be Constructive. 7. Encourage Dialogue. 8. Consider the Recipient's Feelings 9. Set Clear Expectations. 10. Follow Up. Remember, the goal of feedback is to help the recipient grow and improve, not to criticize or belittle them. Approach the process with respect and empathy.

Always approach situations with the assumption that people have positive intentions. Provide others with the benefit of the doubt and make an effort to understand the specific details of a situation in order to see the broader context. To become proficient at this, it is important to acknowledge your natural inclination to interpret negative intentions when faced with negativity, and then consciously work on seeking out positive intentions instead.

Timing is crucial when providing feedback to superiors. Choose a moment when they are likely to be receptive and not distracted by other urgent matters. Avoid high-stress periods or public settings. Opt for a private, calm environment where you can talk uninterrupted. Scheduling a dedicated time shows respect for their time and attention. Well-chosen timing can lead to more productive discussions and better outcomes.

The timing of your feedback can significantly influence its reception and effectiveness. Identify a moment when your superior is less likely to be overwhelmed or stressed, perhaps after a successful project or during a regular one-on-one meeting. Scheduling a dedicated time for feedback discussions demonstrates respect for their schedule and shows that you value their attention. As suggested in "Crucial Conversations" by Patterson et al., choosing the right moment can transform a potentially awkward conversation into a constructive and collaborative dialogue.

Preparar o ambiente para dar feedback é fundamental para termos opini?es construtivas e assertivas, com a comunica??o n?o violenta. Saber ouvir , a arte da escutatória é essencial , pois ela engloba tempo, estado de espírito e necessidade de melhoria, é realmente uma arte saber equalizar o momento para receber e dar feedback

My experience is that timing is critical when giving feedback to superiors, because sharing thoughts quickly after an event ensures the information is fresh, accurate, and impactful. Also, this allows for timely course correction, and shows your proactiveness and commitment to learning and improving. Additionally, although prompt feedback is essential, it's equally important to provide clarity to ensure its effectiveness.

O primeiro passo é marcar o momento na agenda, demonstrando aten??o e considera??o, pela disponibilidade de tempo, do líder. Mesmo com o horário marcado, caso um dos dois n?o esteja em um momento adequado, psicologicacamente falando, é preferível reagendar do que correr o risco de que fatores estressores acabem influenciando, no bate papo.

Respect, being one of the scrum values is something which Servant leaders adheres to. From my experience, I can say I always start with appreciation of their work. How much value they add to the team and their support brings motivation to the team. And then depending on how my peer is, framing my perspectives of improvements in such a way that they understand the need of change and adapt accordingly.

Effective feedback fosters trust, accountability and continuous improvement - keys to team success. Focus on facts over emotions, prioritize solutions collaboratively, and create an open environment where everyone gives and receives feedback authentically, without bruising egos. When criticism is framed as an opportunity to enhance productivity through honest dialogue, teams can rapidly identify and resolve issues together. Feedback loops built on psychological safety allow good teams to become great.

Respect is paramount when giving feedback to superiors. Start by acknowledging their leadership and contributions to set a positive tone. Use courteous language and avoid making the feedback seem confrontational. The goal is to foster a constructive dialogue, not to criticize. According to Dale Carnegie's principles in "How to Win Friends and Influence People," beginning with appreciation can create a receptive atmosphere. This respectful approach not only maintains a healthy working relationship but also aligns with servant leadership values by prioritizing empathy and understanding.

Can use positive language and focus on behaviors, not personalities. Be empathetic, showing understanding of their perspective. Maintain a calm tone, avoid accusations, and express appreciation for their work. Suggest constructive solutions and stay professional.

Respect is vital in giving feedback to superiors. Use respectful language and tone, approaching the conversation with empathy. Recognize their experience and position while sharing your perspectives. Avoid confrontational or accusatory language. Frame your feedback as a collaborative effort to improve and grow together. Demonstrating respect fosters a positive environment and builds trust, making it easier for your superior to accept and act on your feedback.

Sprechen Sie das Verhalten an, was Sie sich wünschen. Erkl?ren Sie, warum dieses Verhalten hilfreich ist, welcher Vorteil ist damit verbunden und was bringt es positives mit sich. Es soll sich gut und sinnvoll anfühlen, etwas a) beizubehalten oder b) anders - im Sinne von besser - zu machen.

Clearly identify specific issues and their impact. Use examples to illustrate points. Avoid generalizations and personal criticisms. Frame challenges as opportunities for improvement, suggesting practical solutions and offering support to address them.

To get correct feedback we have to set the stage first and then start with greeting each other, make connection and then set tone to get feedback. Because behaviour may change due to mood as well so to get that the best signal is our behaviour set right making reflection of them as well.

Esse é o ponto que fala diretamente sobre o cuidado ao você rotular uma pesssoa, principalmente o seu líder. Esse aspecto é uma consequência do seu julgamento. Em vez dessa prática, faz mais sentido focar nos fatos, que desencadeia a percep??o do comportamento. A partir disso, utilizando uma linguagem n?o violenta, fica muito mais natural direcionar a conversa para o ambito do desenvolvimento profissional.

When giving feedback, target specific behaviors and their impact, steering clear of personal judgments. For example, instead of saying, "You are too critical," you might say, "I've noticed that critical feedback during meetings sometimes discourages team members." This method keeps the conversation professional and objective. In "The One Minute Manager," Ken Blanchard emphasizes the importance of focusing on observable behaviors rather than personal traits. This approach promotes professional development and aligns with the servant leadership principle of supporting continuous improvement.

Já dizia sabiamente Maratma Guandi "Você tem que ser o espelho da mudan?a que está propondo. Se eu quero mudar o mundo, tenho que come?ar por mim.”

Situation: Provide insight to the situation that is driving the conversation. Challenge: Express how the situation has made you feel and the impact it has had on your valued relationship with them. Solution: Offer your perspective to a solution, ask for their perspective, and listen to their response. Let them know you're looking to collaborate on the best path forward.

Constructive feedback includes actionable suggestions for improvement. Instead of merely pointing out issues, propose practical solutions or alternatives. For example, if you’re addressing a communication issue, suggest regular team updates or more inclusive brainstorming sessions. This proactive stance demonstrates your commitment to the team's success and willingness to collaborate on solutions. As John C. Maxwell states in "The 21 Irrefutable Laws of Leadership," leaders should offer guidance and support, fostering a culture of growth and problem-solving.

Ao invés de focar somente no problema, trazer sugest?es e solu??es demonstra que você claramente valoriza a evolu??o do time e está engajado em ajudar a mudar o cenário, adotando um mindset de crescimento.

Focusing on suggesting future behaviors that change the current ones as a way to help the team improve, is one of the key aspects of a servant leader - help the team progress and elevate them and their performance.

Follow up is key and also shows respect to the leader on the time to catch up and also that your ideas are worth chasing. Regular checkins and keeping an open dialogue help facilitate when follow up conversations are best suited and when there needs to be a course correction. Business move fast and change can happen frequently, so the follow up conversation can help with orientating to what priorities may have shifted and put the previous feedback into a different light.

Following up is very important to measure the progress after feedback. Any challenges, questions can be addressed here so as to have measurable outcome.

Following up after giving feedback ensures that the conversation leads to tangible improvements and ongoing communication. Schedule a follow-up meeting or send a brief message to check on progress and offer further support. This step shows your dedication to positive change and reinforces the value of continuous dialogue. In "Thanks for the Feedback" by Douglas Stone and Sheila Heen, the authors highlight the importance of follow-up in reinforcing feedback and demonstrating ongoing support. This ongoing engagement solidifies the feedback process and strengthens the collaborative dynamic between you and your superior.

Following up is *the* most important part of offering feedback or a solution to a superior. You know how busy you are—odds are, they’re similarly busy. Identifying the proper times to follow up and keep on top of feedback can ensure things don’t slip through the cracks. Think about the time it’ll take to act on your feedback, and be reasonable! But making sure you prioritize your follow-up will help make sure they prioritize your feedback!

I think the programmers of the AI are using a definition of “Servant Leadership” which is different from what I am used to it meaning. The “servant leadership” most needed is when it is those who are the “superiors” (of whatever definition) do not rely on just telling/ decreeing/ teaching those whom they are meant to to be led by them rather by personally exampling/modelling what it is to take the role of a servant in how they give their lead. This is the model of Jesus when He washed His disciples feet. He did not just teach the idea before first modelling it. He modelled it Himself.

Since working in the Agile framework, the concept of servant leadership has become more and more understood and supported. My point of view is that it breaks down barriers of command and control autocratic style leadership and instead creates a more "we are in this together" approach. Personally have found this a great experience but a key part of making this work is being able to speak up and provide input and also receive feedback in return. Navigating the work environment without feedback would see people being off the mark and not connected to the reality of all situations. Feedback is crucial and ideally 360 degree feedback that gives a proper representation and health check.

Understand how your superiors prefer to communicate. Tools like the Meyer-Briggs are so helpful in this regard. A leader who likes "crisp"/to-the-point communication will tune out if you give too much detail. A leader who connects to the emotional content of a message will respond better if she/he understands how a situation will affect others. Taking the time to understand what works best with your leaders will pay off in your communication effectiveness.