Giving Constructive Feedback to Leaders

How to Shape the Leaders Who Shape Your Organization

Giving feedback to other leaders is a whole different ballgame than giving feedback to employees. When you’re managing leaders, you’re dealing with people who already have a track record of success, authority, and influence within the organization. They’ve probably given plenty of feedback themselves, but receiving it? Well, that can be trickier. Right or not, leaders often feel they have more at stake—reputation, control, and the perception of competence. But if you’re serious about navigating change and building an organization that thrives, even the best leaders need feedback to keep growing.

The challenge is that giving feedback to leaders isn’t just about correcting behavior or boosting performance; it’s about steering strategic thinking, fostering leadership growth, and fine-tuning their approach to managing others. Here’s how to make it happen effectively:

Focus on Impact, Not Just Performance

Leaders aren’t just executing tasks—they’re driving strategy, setting the tone, and influencing teams. So, when giving feedback to a leader, the conversation needs to center around their broader impact on the organization. It’s not about nitpicking small errors; it’s about helping them understand the ripple effects of their leadership style on people, processes, and the company’s future.

?Try This: Instead of saying, “Your team missed the deadline,” you could say, “The way you set priorities last quarter affected the team’s ability to meet deadlines. Let’s explore how we can align your strategic focus with operational goals to avoid this in the future.”

Frame it as a Partnership in Growth

Leaders are accustomed to being problem solvers, not problem receivers. So, frame your feedback as a collaborative effort to help them grow, rather than a top-down directive. When you position the conversation as mutual exploration of how to improve, it lowers defenses and opens the door to real growth.

Try This: “I’ve noticed some challenges in how cross-functional communication is happening under your leadership. Let’s work together to identify where we can improve communication channels and support your team in navigating these barriers.”

?Challenge Strategic Thinking, Not Just Behavior

When giving feedback to leaders, it’s essential to elevate the conversation beyond daily operations. Leaders influence the long-term direction of the company, and your feedback should push them to think more strategically, whether that’s about how they make decisions, allocate resources, or drive change.

?Try This: Instead of focusing solely on how a leader managed a specific project, you might say, “I see a pattern where we’re reacting to issues instead of anticipating them. How can we shift your team’s focus to be more proactive in identifying potential challenges before they escalate?”

?Acknowledge Achievements, But Don’t Sugarcoat Reality

Leaders are often high performers, which can make delivering tough feedback feel uncomfortable. But remember, you’re not doing anyone any favors by sugarcoating. Start by recognizing their successes, but be direct and honest about areas where they need to grow—because, frankly, they know when you’re holding back.

?Try This: “You’ve done an excellent job rallying the team around key initiatives, but I’ve noticed that some decisions are being made without sufficient input from other stakeholders. Let’s work on finding a balance between quick decision-making and gathering broader input.”

?Encourage Leadership Development and Self-Reflection

Great leaders are lifelong learners, but they don’t always have someone pushing them to keep developing. Your role isn’t just to point out what’s wrong—it’s to help them continue their leadership journey by encouraging self-reflection and providing opportunities for growth.

?Try This: “You’ve accomplished a lot this year, but I’d like to challenge you to consider how you can strengthen your team’s leadership pipeline. How can you mentor your direct reports to ensure that they’re developing into future leaders, too?”

There is much in this advice that will work also with employees, particularly high-level individual contributors. That said, giving feedback to leaders requires a nuanced approach. It’s not about telling them what they did wrong—it’s about challenging their thinking, shaping their strategy, and helping them recognize how their leadership impacts the organization as a whole.

Done right, feedback becomes less about correction and more about collaboration—making you, and them, stronger leaders in the process. After all, shaping great leaders is how you shape a great organization.