Coaching a CEO resistant to feedback from their team: Are you prepared to navigate this leadership challenge?

Coaching is all about holding up a mirror and showing and saying the things that no one else will say to the Executive. There has to be an upfront alignment that this is my role in supporting the CEO as a Coach. If they aren't willing to go into the relationship this way, it is highly likely that it will be unsuccessful.

Crie um sistema onde o feedback positivo seja reconhecido e recompensado. Se o CEO fizer progresso em acolher o feedback, celebre essas vitórias para refor?ar o comportamento desejado. Use exemplos concretos de como líderes que acolhem feedback geraram resultados positivos em suas empresas. Mostre o impacto direto do feedback na performance da equipe e nos resultados do negócio. Proponha o uso do DISC ou de outra ferramenta de autoavalia??o comportamental. Isso pode ajudar o CEO a entender melhor seu próprio estilo de lideran?a e como ele pode ser percebido pela equipe. Após a autoavalia??o, conduza uma sess?o de feedback onde você compare as percep??es do CEO com o feedback da equipe, destacando áreas de alinhamento e desconex?o.

I would approach this from a slightly different angle. I would ascertain what the culture of the organization really is, in terms of giving and receiving feedback. What is the existing pattern of communication mapping within the organization? Would a policy maker such as the CEO be resistant to feedback, clearly designed to support, strengthen and improve corporate performance? Without judging the CEO, I would ask him open-ended questions to understand any concerns that may be responsible for his resistance to feedbacks. I will explain and reassure him that management has genuine intentions for encouraging feedbacks. In a gradual but sustained step by step approach, I believe we can break the ice and get his buy-in for a win win.

Understanding the root of resistance is actually the breakthrough in such a scenario. The Coach has to work on the rapport and trust element. This will form the foundation of the engagement. Questions on what does giving feedback and receiving feedback mean for them may open up the path to tune inwards thus leading to awareness. Further awareness can be expected from questions like What best have they achieved by giving feedback? What is yet to come if they received feedback.

Agende reuni?es individuais regulares com o CEO, sem uma agenda formal. Use esse tempo para conhecê-lo como pessoa, discutindo n?o apenas os desafios profissionais, mas também interesses pessoais e valores. Essa aproxima??o reduz as defesas e facilita a constru??o de uma rela??o de confian?a mútua. Durante essas reuni?es, demonstre vulnerabilidade compartilhando suas próprias experiências como líder, onde o feedback foi desafiador, mas essencial para o crescimento.

Der Aufbau von Vertrauen beginnt bei der Auswahl des Coaches. In dieser Thematik ben?tigt der CEO unbedingte Augenh?he. Wer über Gesch?ftsführung in Industrie und Handel bisher nur gelesen hat, wird nur begrenz helfen k?nnen. Managementerfahrung des Coaches auf hohem Niveau bildet Vertrauen. Diese Konstellation erm?glicht einen Austausch mit der Betrachtung der beidseitigen Erfahrungen. Dabei hat der Coach in der Vergangenheit sicherlich auch Fehler gemacht und hat aus diesen gelernt. Dabei wird korrektes Feedback als positiver Impuls erlebt.

Present feedback as a strategic tool for growth rather than criticism. Show the CEO how constructive feedback can enhance decision-making and drive better outcomes. By shifting the perspective, you help the CEO see feedback as an asset, not a threat.

It cuts like butter ... ...slice through that resistance!! You get a CEO client who's Board has "suggested" coaching or the CHRO or whoever that isn't them coming to you excited and ready to get starting coaching. This is one of the most likely scenarios when there is resistance at play. Since executive coaching is nearly ALL based on SELF-AWARENESS and builds from there to where they may want be or how they want to show up, the best way I've found ask COACHING questions - Why do you think they suggested coaching? - What will happen if you don't change? - What will happen if you DO change? - What feedback have you heard from your sr. leadership team? - What would you say to one of your friends in the same boat?

Es kann unterschiedlich bewertet werden, ob die Ausdehnung des Coaching auf die Direct Reports immer dem CEO nützt. Aus meiner Sicht kann man dem CEO helfen, eine professionelle Mentorenrolle im Feedback-Prozess zu übernehmen. Dabei kann er auch nicht angemessenem Feedback in der Meta-Ebene im direkten Bezug entgehen und dann sp?ter mit Abstand reagieren. Dabei kann der CEO auch lernen, die Intention des Feedback besser einzusch?tzen.

One thing I've found helpful when coaching executives who are resistant to feedback is to help them understand the impact of differing perspectives that remain misaligned. When people don't feel seen, heard, understood or valued, ie. their feedback ignored or disregarded, a lot of their energy remains focused on that rather than the job at hand. It impacts performance. The idea that people should 'suck it up', just doesn't work for a neuroscience / emotional intelligence perspective. So buidling an understanding of what emotions are, their function, and what it takes to manage them is critical in this discussion.

Seeking Feedback is harder than delivering Feedback particularly when it is kind of optional. They say what you don't know doesn't hurt. What if it doesn't hurt? What if actually feedback turns out to be way better than we thought? What if what you think "hurts" is actually super constructive and will actually propel the wheel of your performance? It is literally about wiring the way we think about Feedback.

My job here is to be a mirror. Reflection back what I see and sense. Help the CEO look first at the resistance, and then at what is being resisted. Anyone coaching at C-suite level needs to be BRAVE. These are smart people who are often comfortable with being powerful and authoritative. Their coach needs to be able to dance the dance of insight without feeling threatened, submissive, aggressive or needy. I believe passionately in framing choices for the Coachee. It’s a core skill to develop in order to work at this level of seniority.

Selbsterkenntnis ist der erste Weg zur Besserung. In der Aufarbeitung des Feedback der Direct Reports der letzten Zeit wird nicht nur die fachliche Aussage sondern auch der dahinterliegende Beweggrund analysiert. Die Erkenntnis, dass offenes Feedback in vielerlei Hinsicht einen Mehrwert darstellt und damit viel besser umgegangen werden kann als mit "geheimen" und "informellem" Feedback über alle Linien hinweg. Kein CEO is perfect. Das kann im ersten Moment eine "schmerzliche" Erfahrung und im zweiten ein Ansporn sein. Es ist h?ufig einfacher, sich selbst zu bewegen, als auf die Bewegung anderer zu hoffen.

Emphasising confidentiality and a shared commitment to growth can help break down barriers. It's so important to approach these situations with patience, recognising that the willingness to explore and address resistance can be a huge step forward. I also think that empathising with their resistance is key, after all they have reached this position using their own knowledge and skills so it’s likely that they’ve adopted a ‘I know best’ mindset. Once these barriers come down, it will have such a positive impact on them and their organisation, so encouraging them to visualise this impact could work.

In Bezug auf die Verletzlichkeit muss man m.E. eine Unterscheidung vornehmen. Es gibt Feedback, das bewusst verletzen soll, weil man von der "normalen" Kommunikation entt?uscht wurde. Sie soll aufrütteln. über die Zeit hat sich dieser "Angriff" aufgebaut. Deshalb ist es besser sich mit dem Aufbau zu besch?ftigen, um weitere Verletzungen frühzeitig zu verhindern. Es gibt aber auch Feedback, dass nicht verletzen soll, aber aus unterschiedlichen Gründen entsprechend triggert. Hier geht es doch eher um die eigenen Erfahrungen, Sensibilit?t und dem Umgang damit. Wenn es gelingt, das gesprochene Wort (Pfeil) als Remarker für Hintergründe und eigene Empfindlichkeiten zu sehen, ist der Umgang deutlich relaxter. Trotzdem sollte es Regeln geben.

An environment that fosters delivering and seeking Feedback needs equally to be an environment that encourages vulnerability at the right dose. Vulnerability will not cause the feedback to lack professionalism but would makes it a safe space to express oneself openly in a constructive manner. It is about time we correlate Vulnerability with Courage.

Understanding the root causes of a CEO's resistance to feedback is your first step. It might be due to past experiences, fear of appearing weak, or a lack of trust in their team. Engage in active listening and ask probing questions to uncover these underlying issues. By demonstrating genuine curiosity and withholding judgment, you create a safe space for the CEO to open up. This builds the foundation for addressing their resistance and fostering a willingness to consider their team's perspectives.

It isn't enough to be open to Feedback and to randomly ask the team "If they have any input". Structuring Feedback sessions equally for both delivering and seeking them, putting them as part of a routine and planning the implementation of the Feedback even in the case of a CEO is one of the most vulnerable yet courageous form of Leadership.