How do you navigate giving constructive feedback to a senior leader without causing conflict?

N?o há nada t?o bom que n?o possa ser ainda melhor! Pode parecer clichê, mas é especialmente verdadeiro em situa??es delicadas, como dar feedback a alguém experiente. Antes de mais nada, as inten??es s?o mais poderosas do que palavras. Portanto, é essencial ter clareza sobre o objetivo final da conversa: qual novo comportamento ou postura é esperado desse líder? Além disso, lembre-se de que ninguém é definido por um único episódio. Aborde o feedback de maneira específica, mas também demonstre a importancia desse líder para o futuro da empresa. Afinal, se essa pessoa n?o fosse crucial, o feedback nem seria necessário.

First of all be absolutely clear - We all need feedback The only difference is when (timing), where(location) and person (who is giving it). If as a leader you are uncomfortable with getting feedback then please be ready to face “quiet quitting” and “the great resignation” - trends which will make you even more uncomfortable.

Before giving feedback, understand the context of the senior leader’s role, responsibilities, and recent performance. This helps you tailor your feedback to be relevant and respectful of their position and pressures.

I believe asking a senior leader if you can share feedback with them is a great way to start. By asking, you're giving them the space to decide if it's a good time to have the discussion and you're also giving them insight into the nature of the conversation. Clarity, concise, and constructive. I believe these 3 C's will always support when providing feedback to someone. Leaning in to emotional intelligence skills, specifically self-awareness and self-expression will assist in sharing with senior leaders, as well as other team members.

Understanding the context is key to your entire strategy that follows. Thus do your info search stage thoroughly so that you have a very goo idea about the context of the situation. Additionally given that the person who needs to receive feedback from you is relatively senior ensure you demonstrate adequate 'respect' at all times in how you communicate matters to him/her.

Timing is crucial when delivering feedback. Choose a moment when the senior leader is likely receptive, not during high-stress periods or immediately after a challenging event. Scheduling a private, uninterrupted meeting can ensure they are more open to listening.

Key for any feedback is to offer it, instead of just shouting it out. Feedback will only work, when the respective person is at least interested in hearing it. For this, it matters a lot, when and in which context we provide our offer. When will the conversation partner be receptive for feedback? - choose a natural conversation (don't crush into somebody' door) - the right place matters (canteens might not work) - the right time (don't go for a time, when the person is stressed out or in a rush) Good feedback is also relatable with examples. Therefore it should happen within a relevant timeframe with relation to the respective behavior under discussion.

When you communicate is as important as what you communicate. Given the seniority of the person in particular you should pay enough attention to uphold his/her respect at all times although the negative feedback has to be still communicated. Find a time when you both are not busy and are relatively relaxed. Sometimes it may even be outside of the strict office setting, like at the office cantee/cafe where over a cup of coffee these things could be shared. Ensure that the person's respect and dignity are upheld during the whole encounter and that is not harmed in any way.

Giving constructive feedback to a senior leader without causing conflict takes practice. Many, especially early their career, just don't do it. Too scared or unsure. Often, those who step up and share the real story or challenge the leader's statements, solutions, or style, can gain respect and become a trusted confidant of the leader. It's important to be respectful and offer solutions. You want to briefly frame up why you're sharing what you are, and then deliver the feedback without fluff. If you need to clear the air to deliver, trying asking- - Are you open to some feedback? - Can I share with you some thoughts? - I have some ideas on how that could work - Would you like to hear how it's landing with the team?

Respect is key for any fruitful conversation. Especially when giving feedback to senior leaders - depending upon culture and personality - considering authority (not only related to status, but also experience) can be crucial. However, also consider, that a slight tone of assertiveness might often be helpful for providing feedback up the hierarchy. Being more assertive with feedback might even be valued by senior leaders. Too often they are not told the truth and therefore lack to understand people's needs and challenges.

Approach the conversation with respect and humility. Acknowledge the senior leader’s experience and contributions before addressing areas of improvement. This establishes a positive tone and shows that you value their work.

Its said that one must give respect to receibve respect. Everyone one of us has a self-worth, and self-respect which naturally extends to a form of 'ego'. Ensure that you do not attack this in the process of providing the negative feedback aimed at improvement. Show genuine concern for their performances, and that you are here to help them to become the best vesrion of themselves

When providing feedback to a senior leader, I suggest using the S-B-I framework. S = situation (what was the situation/context where the action occurred that you are providing feedback on?) B = behavior (what was the specific behavior that the senior leader engaged in) I = impact (what impact did that behavior have on you) Keeping the focus on behavior and impact (vs. character and/or ability) will keep the conversation objective and centered on areas for improvement.

Giving upward feedback requires courage, tact, and a genuine desire for improvement. By approaching the conversation with careful preparation, respect, and a solutions-oriented mindset, you can provide valuable insights while maintaining a positive working relationship. Yes , It may backfire. Be ready. Whenever giving a feedback to leader. Adapt your approach to your leader's preferred communication style. Some leaders may be more receptive to direct feedback, while others may prefer a more collaborative approach. Focus on one or two key points rather than bombarding the leader with a laundry list of criticisms.

Concentrate on specific behaviors or actions rather than personal traits. Use concrete examples to illustrate your points, which makes the feedback clear and actionable without being perceived as a personal attack.

If you are going to raise an issue at work, also be ready to propose two solutions. 1?? By entering the conversation ready to name both the issue and a strategy to move forward, you demonstrate that you are a solution-focused teammate. You can mitigate the risk of being seen as “whiny” or “difficult”, and set yourself up to be a solid conversation partner. 2?? By coming in with not one, but two, possible solutions you also present yourself as someone open to a range of ideas and ready to work toward the right solution, not just your solution. 3?? By taking a pause and reflecting on the solutions ahead of time, you are more likely to enter the conversation strategically, especially if it is something you feel strongly about.

Nunca deixe uma pessoa sair de uma conversa como essa sem um próximo passo claro e bem definido. Mais do que a informa??o trazida em um feedback, vale entender o que seria importante ser diferente de agora pra frente. Informa??o, por si só, raramente provoca mudan?as comportamentais. A verdadeira transforma??o ocorre por meio de a??es. Sabendo que o feedback é uma poderosa ferramenta de transforma??o, é crucial utilizá-lo em todo o seu potencial para gerar resultados diferentes. Perguntas como "O que você pode fazer de diferente a partir do que discutimos?" ou "Quais novos resultados buscamos a partir disso?" s?o incrivelmente valiosas. Elas direcionam o foco para a a??o e o futuro, impulsionando mudan?as concretas e positivas.

Offer practical solutions and strategies for improvement. Collaborate on finding ways to address the feedback constructively, showing that you are invested in their success and willing to support them in making changes.

Ask probing Qs to elicit possible solutions. Make it a participatoryn process; do not shove down your suggestions on them. Rather work together to deveop join solutions that they need to then implement. Ask them about their views on the suggestions made by you and try to re-shape the agreed silutions based on the joint discussion.

Schedule follow-up meetings to discuss progress and offer ongoing support. Continuous dialogue reinforces that the feedback is part of a supportive development process, not a one-time critique.

For possibly following-up, seek agreement. It's up to the leader, if your offer sounds interesting. In any case, following up would be the most fruitful action for a leader, who wants to improve, based upon the received feedback.

Always remener that "What gets measured gets done". So follow up to show that you are serious about the person making the desired changes. Show that if they are experiencing any difficulties in implementing what was agreed that you are there for them to hand-hold their progress process