You need to give feedback to a senior manager. How can you do it without triggering defensiveness?

Approach suggested here would be to start by sharing positive, followed by constructive feedback, and end with more positive feedback to reflect appreciation of work being done. This way person receiving feedback doesn't feel attacked or defensive — they feel supported and encouraged. Now when we talk about giving feedback to senior managers, approach should remain same with tweaks around keeping conversation private and share fact based inputs. We should also be open to changing our mind/approach based on how conversation progresses, always all this while maintaining composed tone and respect to individual concerned.

Although timing is a critical contributing factor, one thing that has always worked is understanding your audience and tailor making your discussion accordingly in order to not trigger any defensive behaviour. I have also found that is imperative to give constructive criticism rather than labelling the discussion as negative. Different strokes for different people, understand your audience and what works for them.

When giving feedback to a senior manager, start by acknowledging their strengths and contributions to set a positive tone, ensuring the conversation begins with respect. Use specific, objective examples and "I" statements to frame your observations, focusing on the impact rather than the behaviour itself to keep the feedback constructive. Invite their perspective to show openness to dialogue, and suggest practical solutions to demonstrate that your intention is to support improvement. Be mindful of timing and setting to ensure privacy and reduce stress, and conclude by reaffirming your respect for their leadership and your commitment to working together. This approach helps deliver feedback without triggering defensiveness

Whenever a feedback needs to be shared with someone senior, a couple of things need to be followed: 1. Set up a date and time for the meeting 2. Set the context for the conversation. This is extremely important 3. Be respectful during the conversation 4. Use the sandwich method for the feedback (positive feedback, constructive feedback followed by suggestion for improvement 5. Be outcome focussed and share the impact on self, team or organisation 6. Listen actively when they speak. Do not bring out your judgements about them while hearing them. 7. Followup to check if they need any additional support from you. The aove pointers will help reduce the defensiveness which otherwise might get created.

1. Choose the Right Time and Place Private Setting: Ensure the conversation is held in a private, comfortable setting to avoid embarrassment or defensiveness. Appropriate Timing: Find a suitable time when neither of you is rushed or stressed. 2. Frame the Conversation Positively Positive Intent: Start by expressing your positive intent and the value you see in the manager’s work. Shared Goal 3. Use Specific, Fact-Based Feedback 4. Focus on the Impact Explain Consequences: Discuss the impact of their actions or behaviour on the team, projects, or overall work environment. 7. Offer Support and Solutions 8. Follow Up "I'm happy to help facilitate these discussions or assist in any way that would be useful."

How effective the message will be passed depends on how well you draft or present it. You need to choose a approach where the words chosen are positive and effective at the same time you do not miss on what you actually wish to convey.

Durante a conversa: Use "eu" em vez de "você": Em vez de dizer "Você sempre me interrompe nas reuni?es", tente "Eu me sinto frustrado quando sou interrompido nas reuni?es". Isso ajuda a evitar que o gerente se sinta atacado ou acusado. Concentre-se no comportamento, n?o na pessoa: Seja específico sobre o que o gerente fez que você está abordando, e evite fazer julgamentos sobre sua personalidade ou caráter.

From my experience, no one wants a **** sandwich and you can bet your senior manager will see right through it! Instead I would focus on framing your feedback on how things could be improved for next time rather than something they didn’t do well. This allows them to take your feedback into actions all while helping them understand how they can develop and better support you or the team.

The thread to garland the flowers matter a lot. Equally the quality of the flowers to make the garland look beautiful. The quality of words used and the element of trust in the employees abilities to make him or her feel that they have great capabilities and scope to learn & upskill in the new areas makes the discussion more interactive and result oriented.

Begin the feedback by thanking the manager for their good work and mentioning their accomplishments to create a positive atmosphere.

Giving feedback to a senior leader should be no different to giving feedback to any colleague in my view. In my experience, senior leaders are generally more used to navigating conflict and so they should, generally speaking, be open to hearing diverse views. Be direct and courteous. Explain using the facts and give your interpretation of the situation. Let them share their view without judging and clarify your understanding of what took place. Give constructive advice to support their self reflection and or need to change for the future. Above all remember that self awareness takes time and most people care about doing their best. Enable them to succeed and role model your own journey of change if useful.

Giving feedback to a senior manager without triggering defensiveness involves focusing on specific behaviors rather than personal traits, using "I" statements to express your perspective, and highlighting the impact of their actions on the team or project. Approach the conversation with respect and empathy, and choose a private setting to ensure the discussion remains constructive.

Preparation here is key; share specific examples of improvement needed or mistakes that have co tributes to re-work, or a slip in productivity. Share this information factually but with empathy and sincerity. Ask the employee what they need in terms of support to provide a different result.

Ofere?a sugest?es construtivas: Se possível, sugira maneiras pelas quais o gerente pode melhorar seu comportamento. Isso demonstra que você está focado em solu??es e n?o apenas em problemas. Esteja aberto para ouvir: é importante ouvir a perspectiva do gerente e tentar entender seu ponto de vista. Isso pode ajudá-lo a encontrar um terreno comum e chegar a uma solu??o mutuamente satisfatória. Termine a conversa de forma positiva: Resuma os pontos principais da conversa e reitere seu apre?o pelo gerente. Expresse sua esperan?a de que vocês possam trabalhar juntos para melhorar a situa??o.

Provide clear and specific feedback. For example, "I’ve noticed our meetings tend to run long, which affects our productivity. Could we try setting a time limit for each meeting topic?"

If you avoid the conversation with Sr management it will minimize your effectiveness to address issues with staff. Be specific and explain why you are having the conversation. I have had difficult conversations that have resulted in positive results.

Use a coaching method to ask them how they think they could move forward and use this feedback to have a positive impact on their professional development. This creates ownership and accountability which leads to continuous growth.

Suggest potential improvements or solutions rather than just pointing out problems. For example, "Maybe we can implement a weekly check-in to ensure we’re all on the same page."

Depois da conversa: Acompanhe: Se você concordou com alguma a??o, acompanhe o gerente para garantir que ele esteja tomando as medidas necessárias. Reflita sobre a conversa: O que deu certo? O que poderia ter sido melhor? Use essa experiência para aprender como dar feedback de forma mais eficaz no futuro.

Insight solutions that fix the individual's problem while preserving the positive culture of the place are recommended rather than generalized solutions that would create or add frustrations in the employee. Must be specific with respect to the situation and must be realistic and actionable.

Work in companies revolves around a fundamental concept: "collaboration." Collaboration requires at least two people to work together, and communication is the tool for collaboration. One of the principles of good communication is listening. An effective technique for good communication is to avoid creating resistance in the listener by using non-violent communication. The feedback process should also follow this principle of non-violent communication and avoiding resistance.??? ?? ???? ?? ??? ?? ????? ?????? ?? ???? "?????? " ?????? ??????? ????? ?? ??? ???? ????? ????? ?????? ??? ? ????? ????? ?????? ???? ?????? ???. ??? ?? ???? ????? ??? ????? ??? ? ??? ?? ????? ??? ???? ?? ??? ????? ?????? ?? ?????? ?? ???? "?????? ???? ?????" ??? .

More than half the problem of any employee is resolved if he or she is heard. The patience of the Appraiser is very important and the ability for attentive listening is the key to build trust and teamwork which results in harmony at work place and harmony leads to success.

Listening is a skill and you need to hone it. You need to be deliberate about listening. When you listen you build trust, which is very critical especially when delivering constructive feedback. The senior manager needs to appreciate the fact that you are trying to help so that they can be open to receive the feedback

Proactively designating time for a check-in gives the individual a time-bound milestone for self-reflection and can help them keep focus on their efforts to improve. Furthermore, a follow-up conversation is an excellent way to show that adapting to feedback exhibits growth and strength rather than weakness. Be on the lookout for the positive impacts of any behavior change so you can acknowledge the improvement in a substantive way so that you can celebrate that with the individual.

Establish an agreement for two-way feedback at the beginning of your relationship and make it a regular part of your interactions. This way the leader gets used to giving and receiving positive and constructive feedback.

Start with facts maintaining 100% respect and 100% honesty. Find out mutual purpose. Let the other person feel safe and share his / her perspective. Listen to understand and then find a common ground to move ahead.

First, ask if they are open to hearing your feedback. Give them an opportunity to be open to it. When delivering it, share the why/impact of the core of you noticing and sharing, which is likely tied to assisting their success. And remember to share all kinds of feedback, not just the negative stuff.