Leaders need feedback: Here's how to get it (2023)


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When you become a top executive,You have undoubtedly honed a set of skills and talents that allow you to be effective in your job. To help you get to this point, you probably had coaches and mentors who closely monitored your progress, encouraged you to develop your talents, and, when necessary, confronted you with criticism that you may not want to hear but needed to hear in order to continue your journey. upward path.

At this stage in your career, chances are most (if not all) of your peers are subordinates. While he may be "supervised" by a board of directors or a high-level boss, his superiors may not keep a close eye on his daily behavior. Instead, they now form their opinions of you based on your presentations in relatively formal settings or secondhand reports from your subordinates.

As a result, many executives find that as they get more senior, they receive less training and are more confused about their performance and development needs. They may also become increasingly insulated from constructive criticism: Subordinates do not want to offend the boss and may believe that constructive suggestions are neither welcome nor wise. Many senior executives also unknowingly send out a “vibe” that while they claim to encourage constructive criticism, they don't really want to hear it. At this stage in their careers, they may not have focused enough on developing mutually trusted reporting relationships that would make getting feedback and advice much easier.

Too often, when these executives finally receive feedback in their year-end reviews (often as part of a 360-degree feedback program), they are surprised to face specific criticism about their leadership style, communication approach and interpersonal skills. . Worse yet, they may also hear general concerns about your strategy, key tactical decisions, and operational priorities for the business. These leaders may even learn, often too late, that various criticisms and concerns have been widely discussed among their subordinates for a long period of time without their realizing it.

I have certainly experienced and observed this phenomenon over the last 25 years in my own executive career and also in working with various executives since I came to Harvard Business School. I have seen the tendency of top executives to become more insulated from constructive criticism and strategic advice, sometimes without their full awareness. As a result, in recent years, I have worked extensively with my own direct reports and have advised many other top executives to develop specific approaches to getting the critical feedback they need.

The purpose of this article is to distill these approaches into specific, practical advice. In doing so, I hope to make you more aware of your tendency to isolate yourself and suggest approaches to getting better feedback, particularly from subordinates, that will help you materially improve your performance. I'll also talk about other steps you can take to get significantly better strategic advice regarding your business or nonprofit. By taking these steps, you should be able to take more ownership of the feedback process and improve your ability to develop your organization, your skills and your career.

Cultivate a network of junior coaches

One of the first questions I ask top executives is, "Who is your coach?" Many respond with a list of mentors who are outside the company or perhaps on the board of directors. These are "mentors" (versus coaches) because they do not directly observe the executive. Unfortunately, their advice is only as good as the narrative provided, and often doesn't fit the mentor's blind spots or lack of professional familiarity with the executive.

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My follow-up question: "Who watches your behavior on a regular basis and will tell you things you don't want to hear?" - often meets silence.

This was the case of the CEO of a medium-sized pharmaceutical company. He complained of having difficulty reaching consensus among his senior leadership team on several key strategic decisions. This included which early stage drug compounds to develop and whether to develop them through joint ventures or on our own. These decisions were extremely important due to the substantial capital required to develop and obtain FDA approval for a new drug. The CEO believed that these issues required a high level of consensus, since they affected all departments of the company. He thought highly of his senior leadership team, but he was getting very frustrated. He asked if there might be a problem with his leadership style or, alternatively, if he should consider replacing one or more of his senior executives. Some of his close friends and outside advisers have suggested that a senior team revamp could help the situation.

I asked him if he sought guidance from his subordinates. He replied: “Of course not; they are the subordinates; it would be weird for me to ask them for training. I'm the coach! When I asked him what was wrong with seeking coaching from subordinates, he thought long and hard and explained that during his career, he had rarely seen his bosses and senior executive role models become vulnerable enough to seek feedback from their peers. directly subordinates. He was also not sure how he would do this and believed that he would make his (and himself) subordinates uncomfortable and possibly upset the boss/subordinate hierarchy.

Despite his reluctance, I urged him to go out and individually “interview” at least five of his direct reports. You only need to ask one question: “What advice would you give me to help me improve my efficiency? Please give me one or two specific and practical suggestions. I would appreciate your advice." Though hesitant, he agreed to give it a try.

These conversations were awkward at first. The first responses indicated that it was “fine” or even “very good”. He took time, insisting, and waiting for a few awkward silences to convince his subordinates that he was sincere, that he really wanted feedback, and that he was serious about his action. During this initial round of conversations, the CEO received some surprising, shocking, but very useful advice. He learned that:

  • He was seen as someone who rarely asked his subordinates questions. Some of his direct reports admitted that they assumed he didn't care what they thought.

  • He was widely seen as a poor listener. When subordinates came to talk to him, it was usually him who did the talking.

  • He was seen as very “sheltered”, without revealing much about what he believed to be the main issues facing the business and what concerned him. People commented that they weren't sure how to read it and "didn't know where he came from." He noticed that his subordinates often misinterpreted his actions.

  • Ultimately, their leadership meetings were procedural and debriefing meetings rather than problem framing and discussion sessions. As a result, their top leaders rarely had a chance to brainstorm and discuss issues among themselves (unless they started meetings of their own accord). This made it difficult for the group to agree on which drugs to develop or decide how best to develop them.

While the CEO was seen as a brilliant strategist and creative thinker, he was not yet seen as an effective manager and leader. Much of this came as a surprise to the executive, who said he had never heard such comments from any of his mentors or bosses.

He immediately began acting in a series of reviews. In particular, she was able to communicate with each of her direct reports on a regular basis for specific advice (and encouraged them to do the same with his direct reports). She also hosted monthly leadership team dinners where the group of top executives could openly discuss and debate important issues.

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After three months, the CEO was able to break the group's deadlock on several key issues, including agreement on two new drug targets and specific approaches to developing each drug. During that time, the CEO led several sessions in which group members grappled with these difficult questions and, more importantly, came to better understand each other, as well as the CEO's vision for the business. Through debate and open discussion, team members developed a greater respect for the challenges each faced in their individual areas of responsibility. As a result, they began to operate as a more cohesive unit.

Throughout these steps, the CEO also diligently focused on strengthening his own “soft” relationship-building skills, including self-disclosure, questioning, and listening. For a long time he had believed that a strong leader needed to be a bit cautious and a strong defender. He realized that now was the time to review that vision and recognize that an exceptional leader is willing to reveal information about his values, background, and thoughts, as well as ask good questions and be a good listener. While advocacy did take place, the CEO noted that his team responded much more constructively when he explained his own uncertainties and concerns, asked well-formulated discussion questions, and actively listened to the discussion. He learned that these "soft" approaches were essential to getting better feedback and becoming a better manager.

He put these skills to use at his senior team dinners, where he played the role of facilitator: framing two or three issues, forcing himself to sit quietly and actively listen, asking follow-up questions as appropriate, and generally making sure that team members expressed their candid views. This took a lot of practice, but the CEO turned out to be a very effective group discussion leader.

In one-on-one meetings, he made an effort to ask more questions, listen more (talk less), and reveal more about what was keeping him up at night. For example, he revealed his growing concern about the high cost and uncertainty of the US Food and Drug Administration (FDA) drug approval process. By raising questions about how the company could avoid "going all in" on individual drug development, the CEO helped his team better understand why he was promoting the joint venture concept and ultimately achieved a consensus on the need of said approach. of the company's new drug development projects.

Above all, this CEO learned that asking for advice and coaching was a sign of strength, not weakness. Using these techniques, he now discovered that he could rely more on his subordinates for advice and as an early warning system for his own performance. Furthermore, as he and his senior managers began to understand and trust each other, many shared their own professional aspirations and concerns with him. In fact, he had the impact of stabilizing his senior leadership group, helping the CEO retain team members, and improving overall morale. As a result of all these efforts, he now reported feeling much less alone and isolated. While he regretted not taking this approach sooner, he was optimistic that he was now on the right track.

Drive feedback even further: the 'blank sheet of paper' exercise

As CEOs and other senior leaders strengthen their junior coaching networks and build better relationships with subordinates, a broader culture of coaching and learning can take root in an organization. Employees at various levels are more motivated to give upward feedback when they perceive it to have a direct and positive influence on both the senior leader's behavior and the company's actions.

Building on this progress, CEOs can take additional steps to gain insight on key strategic issues. This is essential in an ever-changing world where industries and customers evolve and businesses can easily fall out of alignment. In many cases, external changes may be difficult for senior management to recognize, and otherwise employees speaking at the "point of attack" may not feel sufficiently informed or empowered to express their views. . In addition, existing strategic planning and business review processes may not emerge and address these issues in a sufficiently timely and effective manner.

Consider the experience of the CEO of an industrial products company who was concerned about the potential erosion of his company's competitive position. This CEO was highly respected in his company and in his industry and had done an excellent job of developing strong, upward coaching relationships with his subordinates.

The company was built around a group of high value-added products and a series of subsequent innovations, and has built very strong customer relationships for many years. However, the CEO was increasingly concerned that major competitors had taken specific steps that would strengthen their value propositions for their customers. He was also concerned about the commodification of some of the company's legacy products from him. He believed drastic changes might be needed to address these threats, but he was concerned that potential solutions—closing product lines, selling deals, and restructuring how sales and product development interacted to serve customers—could hurt the company's culture and morale of the organization.

This CEO's concerns raised questions that went beyond typical training. In addition, he believed that the issues were too substantive and even controversial to be adequately addressed by the company's regular strategic review processes and discussions. Because his leadership team was so tight-knit, he realized that senior leaders were walking carefully when discussing these issues: they were hesitant to be seen as critics of their peers or unwitting bullies of the CEO. He admitted that his senior team may be "too close" to the problems to recognize and propose appropriate actions. He even wondered if it was too emotionally difficult for them to face what had to be done.

The CEO decided to take an unorthodox step. He created a working group of six up-and-coming senior and mid-level executives and challenged them to look at the business with a blank sheet of paper, asking, "If I were to start this company from scratch today, these are the markets we want? would work? Are these the products we offer? Are these the people we would hire? Is this how we would organize, pay, and promote our people? What changes do we need to make, given our different competencies and strategic aspirations?" He gave them six weeks to complete the task (on top of their day jobs) and convinced them that there should be no "sacred cows" and that they shouldn't worry about being "politically correct" in their findings.He also explained that while he won't embrace all proposals, wants to hear all your recommendations and ideas.

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Six weeks later, the team came back with several bold recommendations. The team suggested the sale of two obsolete product lines that, until then, senior leadership considered off limits because they had already been managed by the CEO and were considered part of the CEO's legacy. They also suggested a number of organizational changes, including creating sales and customer service functions, developing (or acquiring) updated distribution capability in emerging markets, and realigning the company's compensation incentives.

The CEO was surprised by the boldness of the board and surprised that they completely agreed with him. He realized that he might be too close to the business to recognize what needed to be done, and he felt liberated to receive those specific proposals. As a next step, the CEO had the task force present his findings to his senior leadership team, who unanimously agreed with the recommendations and immediately began working on plans to implement them.

A year later, the CEO reported that the changes were difficult but substantially strengthened the company. He felt much more confident about the future of the company and the strength of his leadership team. In addition, he decided to launch a strategically focused "clean paper" task force every year or two to complement the company's regular strategic processes. He and his leadership team believed that this new approach would allow them to create a new intervention capability that was not subject to the potential inertia and political pressures of regular strategic processes. Additionally, this exercise created an opportunity to challenge emerging executives and see them in action, providing participants with a highly motivating learning experience.

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four ways to start

1. Cultivate junior coaches

Write a realistic assessment of your specific strengths and weaknesses. List five subordinates who could provide you with specific feedback, especially on your weaknesses.

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Meet with each person individually and explain that you need their advice. Ask everyone to identify at least one or two specific tasks or skills that they think could be improved. Ask follow up questions. Then thank them for their help.

Encourage your direct reports to do the same exercise with their direct reports.

2. Practice self-disclosure

Write down one or two key facts about yourself that, if shared, would help your subordinates understand you better. This could include a bit about your personal history, education, likes, passions, hobbies, aspirations, or concerns. Find opportunities to share this information.

3. Improve your ability to frame and discuss key issues

Identify some key issues that your team should brainstorm and discuss.

Make it a habit to write down one or two of these questions before leading team meetings and participating in individual discussions.

When facilitating group discussions, be careful to ask key questions, actively listen to the responses, and encourage discussion.

Immediately afterward, write down what you learned and identify the appropriate next steps.

4. Evaluate your business with a 'blank sheet of paper'

Select a small team comprised of your next generation of leaders. Ask them to analyze a specific problem or evaluate your business as if they could start from scratch.

Select team members based on your company's succession plan, including potential successors for your own work, as well as your direct reports.

Lay out the issues and ground rules for this group ahead of time, and make sure they can operate independently (without your influence) until you report their findings.

Encourage subordinates to try this exercise in their own areas of responsibility.

(Video) Great Leaders Need Authenticity | David Simnick | TEDxCollegeofWilliam&Mary

This approach is based on efforts to create a bottom-up coaching environment for senior leaders. It allows you to get training based on the strategic needs of the business and it is also a great way to have a new vision of your company. It reinforces the need for leaders to have the courage to ask the right questions and ask their people for help. This type of approach, combined with robust one-on-one coaching processes, can help build a powerful competitive advantage for your organization.

The approaches in this article are intended to help you get more feedback and should complement the 360-degree feedback process or board review processes your company already uses. While 360-degree feedback is invaluable, it often comes at the end of a year and is therefore often left behind to highlight key issues. In a rapidly changing world, you need a more hands-on approach to get real-time guidance and advice. While some of the activities suggested in this article (see sidebar, "Four Ways to Get Started") may seem awkward at first, I encourage you to work through some initial discomfort to gain more ownership of the feedback. By developing this mindset, you will improve your ability to ask the right questions and dramatically increase your effectiveness and the performance of your organization.


Why is it important for leaders to ask for feedback? ›

As the amount of feedback exchanged increases, it provides managers with insights into how their leadership skills. It also gives employees insights into their work from the people they work most closely with. And positive feedback has proven to have a positive impact on your business outcomes.

How do leaders respond to feedback? ›

Thank them and let them know you appreciate hearing their positive review. Let them know how it impacts you. Ask them to expand on what they thought you did well. This is important to understand the exact behavior that was well-received, or if you had any doubts about your own performance.

What do you say when your boss asks for feedback? ›

8 steps to take when your manager asks for feedback
  1. Take time to think about it.
  2. Write it down.
  3. Be specific with examples.
  4. Choose an appropriate time.
  5. Give positive feedback, too.
  6. Think about your tone.
  7. Focus on one thing at a time.
  8. Speak from your perspective.
Jan 21, 2022

What are the 3 needs in leadership? ›

Adaptability, empathy, and contextual problem-solving. If you're a new manager looking to grow your leadership skills, you may be thinking that you need to be more authoritative and confident, and to focus on quickly driving results.

What are the 3 importance of feedback? ›

Feedback promotes personal and professional growth.

It provides positive criticism and allows to see what everyone can change to improve their focus and results. It brings people together and creates a healthy communication flow.

What is the power of feedback in leadership? ›

Leaders who practice giving and receiving feedback on a regular basis notice that their employees are more motivated. They understand the importance of their work, and they know their superiors care about what they are doing. Motivated employees are not only more productive, they are also much happier and engaged.

What is the golden rule of feedback? ›

Make sure that your feedback is timely, given in-the moment. When you see it, praise it! Avoid giving vague praise and say exactly what your employee did that you find commendable. Your feedback should be crystal clear and to the point.

What are the 4 types of feedback? ›

There are four types of constructive feedback:
  • Negative feedback – corrective comments about past behaviour. ...
  • Positive feedback – affirming comments about past behaviour. ...
  • Negative feed-forward – corrective comments about future performance. ...
  • Positive feed-forward – affirming comments about future behaviour.

What are 3 methods of feedback? ›

What is feedback?
  • Appreciation: recognising and rewarding someone for great work. ...
  • Coaching: helping someone expand their knowledge, skills and capabilities. ...
  • Evaluation: assessing someone against a set of standards, aligning expectations and informing decision-making.
Mar 25, 2021

What must the leader keep in mind when giving feedback to employees? ›

5 Things To Keep In Mind When Giving Feedback
  • Use Positive Language.
  • Focus on the Action, Not the Person.
  • Be Clear and Specific.
  • Choose the Appropriate Time.
  • Recognise a job done well.
Sep 1, 2022

What are the 4 Tips for giving feedback? ›

Giving effective feedback
  • Concentrate on the behaviour, not the person. One strategy is to open by stating the behaviour in question, then describing how you feel about it, and ending with what you want. ...
  • Balance the content. ...
  • Be specific. ...
  • Be realistic. ...
  • Own the feedback. ...
  • Be timely. ...
  • Offer continuing support.

What should you not say during feedback? ›

10 Phrases Never to Use When Giving Feedback
  • 1. " To be honest …" ...
  • 2. " Everyone thinks …" ...
  • 3. " No offense …" ...
  • 4. " I'm sure you …" ...
  • 5. " If you want to succeed …" ...
  • 6. " You should …" ...
  • 7. " If I were you …" ...
  • "This has been a problem for a while …" Feedback should be given in a timely manner.
Jun 25, 2018

How do I give feedback to a toxic boss? ›

  1. Help Them Increase Their Self-Awareness. ...
  2. Frame Your Feedback As Coming From A Place Of Care. ...
  3. Share Your Feedback In Private. ...
  4. Address Them With Respect. ...
  5. Focus On What They're Motivated By. ...
  6. Give Feedback Based On Actions. ...
  7. Make Them Feel Trusted. ...
  8. Use A Feedforward Approach.
Jul 19, 2021

How do you respond to criticism from your supervisors *? ›

How to Handle Criticism From Your Boss
  1. Don't Panic. When those first few words of criticism are handed down you may feel the urge to panic. ...
  2. Have a Plan. ...
  3. Keep Your Emotions in Check. ...
  4. Agree to Disagree. ...
  5. Make a Choice.

What are the 7 core skills of a leader? ›

7 Essential Qualities of a Leader
  • Clear Communication. ...
  • Strong Ethics and Standards. ...
  • Organization. ...
  • Expresses Expectations. ...
  • Nurtures Growth. ...
  • Flexible to Change. ...
  • Creates Feeling of Togetherness.
Jul 3, 2017

What are the 4 mindset for effective leadership? ›

According to recent studies, great leaders tend to exhibit the following four traits: people-centrism, purpose-centrism, learning-centrism, and versatility. Here is a summary of these characteristics as well as some ideas on how you can make mindset shifts to apply them to improve your own leadership abilities.

What defines a good leader? ›

Good leaders possess self-awareness, garner credibility, focus on relationship-building, have a bias for action, exhibit humility, empower others, stay authentic, present themselves as constant and consistent, become role models and are fully present. Dr. Jennifer Varney. Sep 12, 2022.

What are the best questions to ask for feedback? ›

25 Questions to ask when asking your colleagues for feedback:
  • What do you like most about my work?
  • What do you like least about my work?
  • What are my strengths?
  • What are my weaknesses?
  • Do you think there's something I'm particularly good at? ...
  • What would you like to see me change or improve about my work?
Dec 15, 2022

How do you evaluate a leader's performance? ›

The best approach to measuring leadership is to evaluate a leader's performance in the three areas in which all great leaders must excel: clarity of thought / communication, judgment about people, and personal integrity / commitment.

What are the 7 requirements of effective feedback? ›

Feedback Essentials
  • Goal-Referenced. Effective feedback requires that a person has a goal, takes action to achieve the goal, and receives goal-related information about his or her actions. ...
  • Tangible and Transparent. ...
  • Actionable. ...
  • User-Friendly. ...
  • Timely. ...
  • Ongoing. ...
  • Consistent.
Sep 1, 2012

What are the seven keys to effective feedback? ›

In this short article, author and former teacher Grant Wiggins says that helpful feedback is goal-referenced; tangible and transparent; actionable; user-friendly (specific and personalized); timely; ongoing; and consistent.

What are the 5 characteristics of effective feedback? ›

Five Characteristics of Good Feedback
  • Good Feedback Is Timely.
  • Good Feedback Is Insightful.
  • Good Feedback Is Constructive (Not Critical)
  • Good Feedback Is Collaborative.
  • Good Feedback Is Actionable.
Mar 23, 2022

What is the most powerful form of feedback? ›

Impact feedback is the most effective type of feedback to start with because it informs a person about the results of their behavior without dissecting the details, assuming motivation, or placing blame.

What are the three elements of strong feedback? ›

For the feedback process to be effective, these three elements must be clearly communicated.
  • Recognition of a specific action or behavior. ...
  • Identify the impact of the action or behavior. ...
  • Set expectations for future actions or behaviors.
May 25, 2022

Why is feedback such a powerful tool? ›

It's no secret that feedback is an important component of effective learning. Feedback improves learner confidence, motivation to learn and ultimately, a learner's attainment. It's also what your people want - 65% of employees say they want more feedback.

What are the 3 basic golden rules? ›

Golden Rules of Accounting
  • 1) Rule One. "Debit what comes in - credit what goes out." This legislation applies to existing accounts. ...
  • 2) Rule Two. "Credit the giver and Debit the Receiver." It is a rule for personal accounts. ...
  • 3) Rule Three. "Credit all income and debit all expenses."

What are the 12 guidelines for constructive feedback? ›

How to Give Constructive Peer Feedback
  • Prepare. Before you even say a word to your coworker, identify the goals of your conversation. ...
  • Avoid the “Feedback Sandwich” ...
  • Do It Early but Don't Catch Them Off Guard. ...
  • Don't Attack or Insult. ...
  • Be Clear. ...
  • Be Specific. ...
  • Don't Tell Them They're Wrong. ...
  • Use Non-Judgmental Language.
Feb 10, 2020

What is the best timing for feedback? ›

For most feedback that comes to mind, usually, the best time to give feedback is shortly after the moment has occurred. Why? The longer you wait, the longer what you didn't share is still affecting the way you think – and affecting the way the other person acts.

What are the six strategies of feedback? ›

Six Strategies for Using Feedback to Build Community
  • Use a protocol for low-stakes student-to-student feedback. ...
  • Lean heavily on formative feedback, lightly on grades. ...
  • Put a face on it. ...
  • Make it personal. ...
  • Give as much public feedback as possible. ...
  • Talk about the feedback process openly.
Sep 19, 2017

What are the two basic feedback methods? ›

The two types of feedback…

There are only two — positive and constructive. Positive feedback reinforces behavior that we want to see continue. It's the most effective way to get more of a behavior from someone.

What are effective feedback techniques? ›

1. Avoid giving unsolicited advice
  • Be specific. ...
  • Come with a deep level of empathy. ...
  • Don't wait for a quarterly review. ...
  • Keep it private. ...
  • Don't take the “sandwich approach” ...
  • Make the conversation a two-way street. ...
  • Focus on performance, not personality. ...
  • Keep the conversation going by following up.

What is meaningful feedback? ›

By contrast, meaningful feedback provides students personalized, specific information about their performance and learning. Feedback should not be justification for a grade, but rather positive reinforcement and constructive criticism focused on helping students understand how to improve or expand their thinking.

What are the 3 feedback questions? ›

The questions are:
  • What should I stop doing?
  • What should I keep doing?
  • What should I start doing?
Aug 4, 2011

What is the best feedback model? ›

This session presents the feedback BEST model with its four components: behaviors (what have been done or said), effects (how the behaviours impact other people), stop (to have a dialogue, feedback should not be a monologue) and Take next steps (what should happen as a result of the feedback conversation).

How do you approach a leader who is unwilling to take feedback? ›

A leader's job in giving feedback isn't done when she gives it.
Here's how to approach the discussion and its aftermath:
  1. Make the case. ...
  2. Get curious. ...
  3. Use neutral language. ...
  4. Ask for feedback yourself. ...
  5. Share a personal story. ...
  6. Secure a commitment.
Nov 6, 2015

What is the common mistakes in giving feedback? ›

One of the most common mistakes with feedback in any scenario is to give feedback that is nonspecific. Let's be honest: Nonspecific feedback is simply easier to give.

Why is my boss putting off my review? ›

There could be many reasons for this; maybe your boss a) has simply forgotten; b) isn't comfortable giving feedback; c) is plain lazy; d) has some bad news for you and is procrastinating; or e) wants to give you that raise, but has been told by upper management to hold the line on salaries and to postpone all reviews.

How do I give feedback without being hurtful? ›

The most effective way to give feedback is to offer someone a choice and present yourself as a neutral party. By leaving your bias out of the feedback, you create a judgment-free environment for the person you are trying to advise. Sometimes it is hard to receive feedback because it can trigger the ego.

How do I give feedback without criticizing? ›

Talk about facts and observations, not assumptions: To reduce defensiveness, use neutral language. Focus on facts and observations. Avoid accusations and blaming. Talk about the problem, not the person: If you are upset with someone, don't talk about their negative personality traits.

How do you outsmart a toxic manager? ›

7 tips for dealing with a toxic boss
  1. Give them feedback. Some managers might not be aware of just how toxic their actions are, Casciaro says. ...
  2. Try understanding (not excusing) their behavior. ...
  3. Make other connections. ...
  4. Cultivate self-care. ...
  5. Ask for help. ...
  6. Join forces with others. ...
  7. Get TF out.

What to say when your boss belittles you? ›

If they continue to belittle you, remind your manager that you have apologized for your error, and ask to continue with your work. If they will not stop, you may need to stand up and leave the conversation.

What behaviors distinguish a toxic boss? ›

6 Signs of a Toxic Boss
  • Increase in Unexplained or Surprising Resignations from Employees.
  • Doesn't Coach Others or Provide Feedback.
  • Unable to Regulate Their Emotions.
  • Lacks Empathy and Emotional Intelligence.
  • Doesn't Offer Appreciation or Praise.
  • Sets Unrealistic Expectations.
Jan 17, 2023

How do you respond to a nitpicking boss? ›

How to Deal With a Nitpicking Boss
  1. Engage in Self-Reflection. Review your own performance. ...
  2. Initiate a Conversation. Talk to your boss about the situation to see if you can create a more positive working atmosphere. ...
  3. Observe the Workplace. ...
  4. Consider Involving Human Resources. ...
  5. Seek a Mentor.

How do you usually react if a superior criticizes your work? ›

Tips for Handling Criticism
  1. Relax and Listen. The first step is to keep calm and listen carefully to what the other person is saying. ...
  2. Respond to the Content, not the Tone. ...
  3. Don't Respond Immediately. ...
  4. Ask the Critic Questions to Better Understand. ...
  5. Decide if the Criticism is Valid. ...
  6. Stick to the Issue.
Jan 11, 2023

How do you deal with unfair feedback at work? ›

Here's our recommended approach for managing your emotions:
  1. Step 1: Stay Calm. The first thing to do is remain calm, whether the criticism comes from a colleague or a boss. ...
  2. Step 2: Repeat the Criticism. ...
  3. Step 3: Open Up Both Perspectives. ...
  4. Step 4: Move On Politely.

What are the 6 C's of leadership? ›

In this book, Nelson introduces the six “C's” of leading teams to commitment and buy-in: culture, communication, consistency, collaboration, connection, and the culminating “C,” commitment.

What are the 3 important keys for an effective leader? ›

Three key qualities of an effective leader
  • Strong Character. Leaders with strong character earn the respect of their peers. ...
  • Committed, Swift Decision Making. ...
  • Available When You Need Them. ...
  • Additional Resources.

What are the top 7 keys to successful leadership? ›

7 Keys to Becoming a Super Effective Leader
  1. Don't take It all too seriously. Without a doubt, running a company is serious business. ...
  2. Recognize achievements. Every employee wants to do a good job. ...
  3. Set goals. ...
  4. Delegate wisely. ...
  5. Think about lasting solutions. ...
  6. Make time for employees. ...
  7. Communicate.
Jan 29, 2018

What are the 5 pillars of leadership? ›

The five pillars of leadership
  • Leading Your People. Alongside their day-to-day people management tasks, leaders need to understand their own leadership style and how that should flex to suit circumstances. ...
  • Leading Change. ...
  • Leading Innovation. ...
  • Leading for Growth. ...
  • Leading Corporate Social Responsibility.

What are the 4 qualities of a leader? ›

Effective leaders are competent, skilled, secure, and considerate. These leaders find time for everyone; they are genuine and authentic in their communications and actions.

What qualities do good leaders have? ›

The Top 10 Qualities of a Great Leader
  • Vision. ...
  • Inspiration. ...
  • Strategic & Critical Thinking. ...
  • Interpersonal Communication. ...
  • Authenticity & Self-Awareness. ...
  • Open-Mindedness & Creativity. ...
  • Flexibility. ...
  • Responsibility & Dependability.

How do I ask for feedback without being pushy? ›

So read on to discover ideas on how to ask for feedback from customers without sounding pushy to make them feel valued and reduce survey fatigue.
  1. Optimize The Survey Length.
  2. Determine The Required Response Sample Size.
  3. Be Regular But Not Incessant.
  4. Mention How The Survey Will Affect The Customers.
  5. Use Funnel Technique.
Jan 21, 2022

What is the best question to ask for feedback? ›

25 Questions to ask when asking your colleagues for feedback:
  • What do you like most about my work?
  • What do you like least about my work?
  • What are my strengths?
  • What are my weaknesses?
  • Do you think there's something I'm particularly good at? ...
  • What would you like to see me change or improve about my work?
Dec 15, 2022

What are 3 three tips for giving feedback? ›

Here are some tips for providing feedback that is meaningful and actionable:
  • Prepare for the discussion. ...
  • Present the 'big picture' ...
  • Be tactful. ...
  • Meet face-to-face. ...
  • Focus on the fix. ...
  • Offer clear guidance. ...
  • Make it a conversation. ...
  • Follow up.
Oct 6, 2022

What 4 ways could improve a leader's effectiveness? ›

  • Engage in honest, open communication.
  • Connect with your team members.
  • Encourage personal and professional growth.
  • Keep a positive attitude.
  • Teach employees instead of giving orders.
  • Set clear employee goals and expectations.
  • Give direct feedback about performance.
  • Ask for feedback on your leadership.

How do you evaluate a team leader? ›

Instead, consider these 5 crucial metrics for evaluating your team leaders' performances.
  1. 1) Team Member Feedback. ...
  2. 2) Team Turnover Rate. ...
  3. 3) Project Delivery Success Rate. ...
  4. 4) Conflict Resolution Rate. ...
  5. 5) Team Development Rate.
Aug 12, 2019

What are the benefits of asking for feedback? ›

Benefits of asking for feedback in the workplace

Helps you improve your performance: Asking for regular feedback helps you assess your professional development and identify areas that require improvement. Those you ask are likely to provide honest advice and suggest the next steps to ensure you achieve your goals.

Why is it important to ask employees feedback? ›

Why should you ask employees for feedback? When you listen to your employees, they are 4.6 times more likely to feel empowered to do their best at work. Asking for employee feedback is important because it positively contributes to their engagement and work performance in addition to overall business success.

What is the main purpose of feedback? ›

The whole purpose of feedback is to improve performance. You need to measure whether or not that is happening and then make adjustments as you go. Be sure to document your conversations and discuss what is working and what needs to be modified.

What is the power of feedback in the workplace? ›

Feedback clarifies expectations, helps people learn from their mistakes and builds confidence. Positive feedback is easy – it's not hard to find the right words to tell someone they've done a good job, or congratulate them on meeting a sales target.

What is the power of giving and receiving feedback? ›

Giving and receiving feedback in the workplace is important to change behaviors, improve productivity and evaluate performance. Employees and their managers need to know what they are doing well and areas in which they could do better so they know what to keep doing or what to change.


1. Leaders who coach are creating better workplaces, and so can you. | Saba Imru-Mathieu | TEDxLausanne
(TEDx Talks)
2. Simon Sinek: Why Leaders Eat Last
3. Why Is Negative Feedback Vital To Leaders? | Peter Szeremi
(Peter Szeremi)
4. Dave Snowden - How leaders change culture through small actions
5. Responsibility vs. Accountability vs. OWNERSHIP | Team Performance | HR and Business Leaders
(Qualigence International)
6. Why good leaders make you feel safe | Simon Sinek


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