An executive can't give constructive feedback to their team. How do you guide them effectively?
When an executive struggles with giving constructive feedback, it's essential to guide them toward effective communication strategies. Here are some practical steps:
What strategies have worked for you in guiding executives? Share your thoughts.
An executive can't give constructive feedback to their team. How do you guide them effectively?
When an executive struggles with giving constructive feedback, it's essential to guide them toward effective communication strategies. Here are some practical steps:
What strategies have worked for you in guiding executives? Share your thoughts.
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Coaching an executive to give better constructive feedback often starts with addressing their own discomfort. Many leaders struggle with this because they fear negative reactions or just don't know how to structure the conversation. I’d advocate for teaching them feedforward strategy: focus on actionable steps for improvement rather than overanalyzing past mistakes. Remind them that feedback is a gift. The executive's role is to force their team to confront reality, not sugarcoat it. Constructive feedback done well builds trust and helps teams grow. Next step: Ask the executive to identify one piece of needed feedback they’ve avoided. Help them script and rehearse delivering it.
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If an executive can't give constructive feedback, they're possibly not fit to lead. Leadership isn't about avoiding discomfort but driving growth, even when uncomfortable. If an executive can't handle that, maybe it's time to question if they're in the right role.
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Feedback is a gift when skillfully given. Inquiring about what’s getting in the way first and listening deeply is important! What’s this executive’s relationship with feedback. It takes courage. Then curiously exploring how the gift of feedback can be authentically and skillfully given to others will lead to breakthrough results.
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What I prefer is encouraging them to shift their mindset from criticism to coaching. And try to make them to use a structured approach: Situation-Behavior-Impact (SBI)—describe the situation, specify the behavior, and explain its impact. Emphasizing on clarity, balance, and specificity in feedback is needed. In some cases role-play conversations to build confidence and refine their approach may be a solution. And obviously reminding them that feedback is a two-way process—seeking input from their team creates a culture of openness and continuous improvement.
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It’s not easy to change a senior executive’s approach, especially when it comes to something as nuanced as constructive feedback. I start by acknowledging their experience and the challenge they face in adapting. Then, I guide them through the process by breaking it down into manageable steps—encouraging them to start with a strengths-based approach, followed by clear examples of improvement areas. I also emphasize the importance of empathy, reminding them that feedback is about growth, not criticism. With patience and practice, I help them develop a feedback style that’s both effective and aligned with their leadership strengths. Change takes time, but small shifts can create lasting impact.
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