Here's how you can effectively provide feedback to senior leaders or executives.

When providing feedback to senior leaders or executives, start by preparing your points with specific examples. Approach the conversation with respect and empathy, focusing on constructive feedback rather than criticism. Frame your feedback in terms of how it can benefit the organization and align with their goals. Use clear and concise language, avoiding jargon. Offer actionable suggestions for improvement. Listen to their perspective and be open to dialogue. By being respectful and solution-oriented, you can effectively provide feedback that fosters growth and positive change.

Providing #feedback to senior leaders or executives can be a daunting task and it must be #reconsidered if not utmost significant! Providing feedback to senior leaders or executives requires careful preparation and thoughtful execution. 1)Gathering Data Thorough preparation involves gathering relevant data to support your feedback. 2)Structuring the Feedback - A well-structured feedback session can make the process more constructive and less intimidating. 3)Use Specific Examples: Provide specific examples to illustrate your points. Vague feedback can be unhelpful and may lead to misunderstandings. 4)Be Solution-Oriented: Offer potential solutions or suggestions for improvement. 5)Choose a #time when the leader is not under immediate stress

Providing impactful feedback to senior leaders hinges on thorough preparation. Here's how to do your homework: Target the Right Issue: Focus on strategic matters that directly impact leadership decisions. Data Drives Decisions: Back your claims with facts and figures. Gather relevant reports, metrics, or customer feedback to strengthen your points. Know Their World: Tailor your feedback to demonstrate its alignment with the bigger picture. Specificity is Key: Don't just highlight problems. Offer concrete examples (positive or constructive) to illustrate your points. Anticipate & Answer: Consider potential counter-arguments and prepare clear, concise suggestions for improvement.

Prepare Thoroughly: Gather data and understand the issue. Choose the Right Time: Arrange a private, respectful meeting. Be Respectful and Empathetic: Acknowledge their position and experience. Use a Structured Approach: Use the SBI (Situation-Behavior-Impact) model. Be Specific and Objective: Provide factual examples, avoid personal criticism. Offer Solutions: Propose actionable steps for improvement. Follow Up: Schedule follow-up meetings to monitor progress and offer support.

Choose an appropriate time and setting, ideally a private and formal meeting. Use a respectful and professional tone, focusing on specific behaviors or outcomes rather than personal attributes. Frame your feedback constructively, highlighting both positive aspects and areas for improvement. Offer actionable suggestions and express your commitment to supporting their growth. Be prepared to listen and engage in a two-way dialogue, demonstrating your respect for their position and openness to their perspective.

True leaders are not offended by feedbacks as they are genuinely looking for gaps and ideas where they can improve. But more than what you want to say more important here is how to say it. Be specific with Facts and numbers (Incase its doable) as its more time saving and to the point. Be clear what difference does it make current scenario and what value will be added with kind of change , suggestion. what is benefit out of it and should NOT be at individual but for more scope to be benefited. Need to have plan for implementation that how we can do it. Forecasting with transition time that after that benefit is still there or no.

Discussing impact is crucial as senior leaders influence shaping of vision and strategy, demonstrate behaviours related to values and culture, embrace and drive change, inspire and motivate people, build trustful relationship etc. So, there are multiple "high stake" facets of leadership and while feedback may relate to a specific situation, it should be an invitation to the senior leader to reflect on the wider context. Leadership is not about isolated acts, it is about totality of human actions and perceptions in an productive and connected environment. For this reason awareness of leaders about the leadership gestalt needs to be constantly build and feedback is a great way to help the process.

"O acompanhamento consistente refor?a a importancia do feedback" Esta frase é poderosa se levarmos em considera??o que, ao tratarmos um líder sênior como sênior, podemos muitas vezes cair em falhas de deixar de acompanhar o desempenho do colaborador por acreditar que o recado foi emitido e recebido de maneira clara e objetiva, o que incorre em um erro comum nas mais diversas equipes. Ser consciente de que o "óbvio tem que ser dito" só pode contribuir para o desenvolvimento se o progresso for devidamente acompanhado.