How can you ensure that feedback leads to long-term behavior change for executives?

Firstly feedback needs to be honest - how a leader’s actions & behaviours impact yourself as well as the team & team culture. Secondly the feedback needs to be accurate. In order for the executive to clearly understand your view specific examples of your view need to be provided. Thirdly, feedback needs to be as immediate as possible for it to help deliver real change in behaviour or reinforce behaviours that are appropriate & necessary. Lastly, feedback needs to be cognisant of the person so that the delivery will be heard with emotional equilibrium.

Not to be contrary, but a coach can not ensure that feedback leads to long term behavior change. Having been in academic medicine my whole life this, to me, is akin to saying that we can make students learn. We can't. What we can do is show our coachees their mind. We can show them that the thoughts they have lead to actions and to inactions. What effect does their action have? What effect does their inaction have? Is this what they want? For themselves? Their teams? What if they altered their thinking such that it brought different actions and thereby different results? These Aha! moments are incredibly powerful and to me are what results in lasting change in behavior.

Develop a culture of feedback and do it with a feedforward mindset and intention- how does this feedback I’m about to give help the person move forward in a way that they would like to. And if I ask for feedback how can I be explicit enough so that I get the feedback I need.

To drive lasting change among executives through feedback, one must take proactive steps. Start by establishing clear and attainable goals that directly correlate with the feedback provided. These goals should actively contribute to reinforcing the company's culture and aligning with its strategic direction. Moreover, create specific milestones for regular progress evaluations. Encouraging introspection and self-assessment will empower executives to pinpoint their strengths and weaknesses, ultimately enabling them to gauge the effectiveness of their actions.

Long term change is encouraged and re-enforced through consistent, deliberate, and ongoing feedback. In any learning or development journey it is important to create a measurement tool with milestones prior to embarking on the journey. This way both the coach and the leader can identify where they began, know where they are headed, and track their progress and growth experiences along the way. Tracking our personal and organizational growth journey provides an opportunity to celebrate wins along the way that help spur us on and reach our ultimate goals.

Understand that the brain will naturally perceive feedback—especially feedback that doesn't align with one's own story about oneself—as a threat and defend against it. That doesn't mean we should "soften" the feedback, but it does mean we need to be intentional about how it is offered. A key element that often goes overlooked is the impact of the leader's choices on their desired outcomes and/or on the people around them. Don't just make it about "what" they can do differently, but "why" it serves them and others to do so. Remember: feedback is always an offering. It's ultimately up to them to accept it (or not). How you offer feedback may determine whether it gets through the brain's defenses to spark connections and change behavior.

Feedback can lead to an developmental action plan, but relying solely on individual effort to sustain it is overly naive. We all know we are not perfect. Some people feel like thier bad when they can't maintain consistency. I believe this is a misconception; it's less about personal traits and more about the structures and processes in place. Instead of relying purely on willpower, focus on building a system and routine that supports the consistent execution of your plan. Coaching is one of the best methods to devise such a sustainable system, ensuring continued progress on your development plan.

Consider how you would want to receive feedback if you were in the other person's shoes. Truly immerse yourself in their perspective: close your eyes, empathize deeply as if you were them, envision sitting across the table, and contemplate the most effective way to receive feedback that would motivate you to change and act

Discovered logic is always much more effective than delivered logic. Instead of telling people they need to change rarely works, help them discover what they need to know. When the client makes the meaning, it is transformative.

Normalize direct feedback. Anonymous 360s are sometimes necessary, but companies should work toward building a culture where people feel comfortable with and are good at giving and receiving feedback directly and often. Start by reading Kim Scott's book Radical Candor. Then, build feedback into daily routines - find lots of opportunities to give microdoses of feedback. For example, one client I worked with ends most meetings with a "fist to five" rating - a fist means the meeting was of no value, five fingers means it was of great value. This allows her to make the next meeting more valuable.

One of my favorite executive coaching experiences was with a highly specialized surgeon. In our first meeting, he shared feedback that he was not considerate enough of others. In our second meeting, I asked about the disconnect between his natural, friendly personality and his work style as a leader. His answer astonished me. He said, “I never knew I was a leader.” We did not need to explore his past. He was eager and ready to go forward as a leader. The action he chose that day was to eat lunch in the break room so he could get to know people better. The best thing was: they got to know him better too. The bond led to more direct feedback then to collaborating for the area’s growth. He focused on the future, so they all did.

Feedback is not just about reflecting on past actions but as a compass pointing toward future possibilities. The art lies in crafting Forward Feedback, which pivots the conversation from "This is what went wrong" to "Here's how you can grow." By orienting feedback in this direction, you turn potentially challenging moments into levers for transformation. Ask thought-provoking questions like, "What does success look like?" and "How can you make that vision a reality?" This flips the script from a prescriptive to an exploratory dialogue. As a coach, your role is less about keeping standards and more about facilitating the executive's journey of self-discovery. This creates an environment where feedback is not a judgment but a gift of insight.

It's hard not to focus on the critical feedback you get. We are pre-programmed with negativity bias; it's your brain's survival mechanism. But you can soften the blow and continue to get in the ring by using Carol Dweck's Growth Mindset method. Over time, our brains learn that feedback doesn't kills us, rather makes us stronger.

If we’re looking for long term behavioural changes, the feedback must address (reinforce) the values that are inherent in the desired future behaviour.

Over the years I’ve noticed, getting the feedback they need is the one thing executives crave most. Yet, in spite of all their desires, training and skills development in this area, it tends to be the one thing they avoid doing most. Normaliisng the experience of giving and receiving feedback and creating a mature, sustainable feedback culture is easier said than done. What I’ve found beneficial is helping leaders realise that when you hold back on giving feedback, you are also holding back on your peoples’ potential. In contrast, the thing to do, is to adopt a future looking mindset and respect their intrinsic abilities to learn, overcome obstacles and grow. First put your faith in who they can become and engage them there.

My additions to the good ideas here include: - Have a vision of what "good looks like" as a North Star for change. When the going gets tough it's good have the Vision to remember what you are creating. - Focus on One Big Thing that will move the needle. Humans cannot effectively address more than one big thing to change. - Know that change is an experiment. You will learn and adjust as more feedback comes and context changes. - Enlist supporters in change. The feedback process should develop allies and accountability partners. Know that everyone wants you to be successful. - It takes great discipline to create a new behavior and practice. Develop a companion self-compassion practice and/or community that supports the challenge of change

An action plan with measurable goals and indicators is a good first step but an often overlooked next step is identifying and making time for deliberate practice. - What is the specific skill or behaviour you are going to practice? - Identify the specific context in which you are going to practice it (ie your next team meeting on Monday, your 1:1 with Matt tomorrow, the board presentation next month) - Book it in your diary - How will you know you have been successful in your practice? - What might get in the way of you practicing and how will you overcome this? - Book preparation time before your identified practice session and reflection time on what went well and where you can improve

In my experience, this is generally thae hardest. Consistency is key. Continuous feedback loops and conversions are sometimes harder at top level management. Also they get to busy they assume everything is okay and going well. Its also important to take a step back and look at the feedback and monitoring in a different lens. Often top management feels that feedback is only to be given and not received.

In your followups, explore what the underlying psychological drives might be that are getting in the way of change. Robert Kegan has a great methodology called Immunity to Change that helps surface your unconscious "competing commitments". For example, an executive might be attempting to get better at taking on feedback, but they have an unconscious commitment to 'being right' or to 'be the smartest in the room'. This underlying drive sabotages their attempts at behaviour change. Awareness of these drives is a great step towards reducing their sabotaging effect.

==Feedback as a Journey: Recognize that feedback is not an endpoint, but a process. Monitoring ensures the journey is on track. ==Data-Driven Insights: Use data and analytics to quantify progress, ensuring objectivity in assessment. ==Iterative Approach: Feedback shouldn't be set in stone. As situations change, feedback should evolve. ==Empathy in Monitoring: Understand the challenges faced by the executive and adapt feedback accordingly. ==Encourage Self-Assessment: Empower the executive to self-reflect and self-monitor, fostering greater self-awareness. ==Celebrate Small Wins: Even minor progress is a step forward. Celebrate it to motivate continuous effort.

If you have an environment where everyone actively seeks feedback, then not only will feedback stick it will lead to increased performance across the entire organisation.

As a coach, it is critical to continually self-reflect on how you are helping. The best way to reflect is to seek feedback on yourself, your style, your approach and the outcomes you are helping to gain for your executive client.

There are two sides to the feedback coin. Giving feedback is one side and receiving feedback the other. Now for sure there those who can give it and can’t take it, there are those who can take it and can’t give it and others who have hard time doing both. For all sorts of reasons, it’s not uncommon for senior leaders to be reluctant to ask their direct reports for personal feedback, even though they know it’s exactly what they need. One question I encourage leaders (and myself in a coaching context) to try out, is simply “What would you like to see more of from me?” Always only 3 things. It works!

Methods and techniques for providing feedback are certainly important: I personally promote the SBI sequence where the core of feedback is the effect (impact) it has on the feedback giver or other relevant stakeholders. The beauty of it is that such method takes any form of judgment off the feedback equation. I believe, though, that learning to be open to feedback on the part of the receiver is as valuable, if not more. We often disqualify a feedback based on the source (“I don’t trust that person”) or because it goes to open a door inside us which we rather keep close (and this is unconscious). I would focus on helping people lower their defensive mechanisms more than focusing on techniques and context. Alberto

One thing to add to PROACTIVELY ASKING for feedback is to PROACTIVELY ACTING ON feedback and involving your stakeholders into this loop by declaring what you have chosen to work on and sharing your progress.

Feedback works when one is ready to receive it. Therefore, figuring out when and what works for the executive is critical. After giving the feedback, I would support the executive in shifting their mindset and getting ready to integrate the feedback into action. Reflection on challenges and recognition of the achievement come after so that the lesson learned can be leveraged in future action.

Coaching in psychologically unsafe organizations is perceived as a bad thing that happens to poor performers. In great cultures, coaching is what we do to help our people perform to the best of their ability, every time, everywhere, and is more proactive than reactive. A culture where feedback is sought out and accepted from external customers, vendors, and partners and from any level within the business is routinely recognized as a great place to work and dominates in the marketplace. A culture where coaching is perceived as a negative experience or outcome will, at best, maintain the status quo and, at worst, become irrelevant or obsolete. To improve feedback, you should first consider how coaching is viewed in your organization.

To ensure feedback leads to long-term behavior change for executives, it’s vital to create a culture of continuous learning and openness. 1. Feedback should be specific, actionable, and tied to observable behaviors, rather than personal attributes. 2. Delivery should be prompt and constructive, focusing on future development rather than past mistakes. 3. Encourage self-reflection, helping executives understand their impact on others and identify areas for growth. 4. Facilitate peer support and mentorship, creating accountability and a sense of shared responsibility for improvement. Lastly, model receptivity to feedback at all organizational levels, reinforcing growth mindset and commitment to personal and professional development.

Feedback isn’t feedback until the observable behavior can be compared to an expectation that’s been set. Constructive and positive feedback need to be positioned as a comparison to something, be relatable - it’s the only way for that feedback to have meaning. So, if there is no explainable expectation or if it’s never been communicated, it’s imperative to start there. Only then can the feedback provide meaning to its recipient.

Here are few things to consider: 1. Feedback should be given consistently at regular intervals 2. Feedback should be both positive as well as constructive (ideally always start with positive) 3.Always make it a conversation, preferably a one- on-one, listen to the receiver with empathy and see their perspectives 4. Feedback should be objective and based on data/evidence 5. Constructive feedback should always be about the event or incident and not about the individual 6.. Constructive feedback should always conclude with next steps to actions, timelines, mode of follow up and an assurance of support 7. Last but not the least, the person giving feedback should walk the talk (display the expected behaviour)