Delivering tough feedback is like giving a delicate gift. Wrap it in respect, empathy, and specific, actionable advice. I find that before delivering feedback, it's a good idea to seek permission by asking, "Would you be open to some feedback on [focus area]?" or by offering a choice, "I'd like to share some thoughts, but only if you're ready." Additionally, I like to share the "why" behind the feedback by connecting it to their goals or the team's objectives.

A great way to get started is to ask: “ If there was something I observed that could be a potential road block to your success, would you want me to share it?” Asking the question provides both psychological safety and agreement when they confirm answer, “yes.”

Asking if the person would be open for a challenger view / mirror in that situation and having a reflection with the person "how that input" was felt / perceived. Overall, I see it as an integral part of a coaching mentioning also constructive, "tough" feedback - given that executives very often are seeking for this external source of feedback as internally it is difficult to get sometime

Be specific, honest and straight forward when giving feedback to some one, this approach ads value to the procedure and helps all parties achieve their objectives.

I find honesty to be important. Always start by acknowledging something positive. When delivering the constructive elements, depersonalize the language so it focuses on the behavior not the person. For example, how can we make ‘x’ happen more routinely so that we can accomplish ‘y’. Manage the tone and word selection so it is supportive, not angry or critical. I’ve had to fire people in my career and this approach maintained respect and the relationship after the work situation.