How do you give feedback to senior leaders without damaging the relationship?

Being in sync with their approach and slightly diluting the environment to make the conversation going in a positive way. For any leader, the results are very important, hence if you can showcase a better way, definitely a leader can understand the motive behind it.

Some of the way to get starting with a feedback session with Sr. will be laying out the issue 1) What is the issues and the possible solutions of the issues. Giving the solutions will help them to be onboard with you. 2) Feedback cannot be always bad, so starting of with the good part and then moving towards the grey areas will help build up the healthy conversation. 3) Understand the leaders situation as they also have limitations and sometimes the expected solution can’t be the only way out. Understanding that, will help build up better relationships. Feedback session are the most important part of any job which helps making a better individual’s, leaders and organisations

Providing feedback to senior leaders without harming the relationship necessitates a strategic and empathetic approach. Support your feedback with evidence, presenting examples. This approach lends objectivity to your insights, aiding senior leaders in comprehending your viewpoint without feeling attacked. Shift the focus towards solutions and development. Propose actionable suggestions for enhancement, collaborating on feasible steps forward. Active listening is pivotal. After sharing your feedback, encourage senior leaders to express their viewpoint. In summary, delivering feedback to senior leaders while preserving relationships involves nurturing respect, substantiating insights, strategic timing, and a solutions-oriented attitude

Using facts and data to support your feedback makes your message stronger. When you share real numbers and information, it helps show that your point is reliable and convincing. When you mix clear evidence with your own effort, your feedback becomes very convincing. This way of talking doesn't just help you share your ideas, but it also encourages an open discussion where solutions can be found. This can lead to a better and more productive working relationship.

I’ve had a lot of conversations with leadership, many were specifically to educate them about changes in the market or workforce and to earn their approval for changes. They usually said “yes”. Here’s how I approached it. 1) schedule a meeting 2) have as much data as possible 3) build a presentation that frames the data and proposed solution 4) deliver the presentation effectively (that’s a different post) 5) take any negative feedback as new data and find a way to re-engage I’ve flipped antagonistic leaders with this approach. Remember - you are the expert in the room, execs are abstracted away from details. Most execs want a clear problem explanation, the future impact of inaction, and a proposal to solve the problem.

Senior leaders are people, too, believe it or not. That means they have good moments and bad moments, stressed moments and (relatively) relaxed moments, and, most relevantly here, moments when they are open to feedback and moments when they aren't. As a corollary of the "Ask for feedback in return" section below, sometimes the best time to offer feedback to them is *after* they have just given it to you. This ensures some sense of reciprocity (whether or not they believe subordinates are entitled to be reciprocal is another matter). At the very least, the context augurs as well as possible for them to understand that we *all* need feedback to do our best. Indeed, another great time to offer them feedback is when they need help on something!

It is not what you say but how you say it that makes the difference…In my humble view, any leader that is authentic would encourage honest and open feedback from their reports…empowers individuals to manage upwards….

Why do leaders upset when they're CAUGHT OFF. GUARD? It's assuming it UPSETS THEM. I Wanna see what upsets this person in the 1$t place... please and thank you. My questions are IMPORTANT In my reaction to YOUR IMPRESSIONS OF me. BoomerANG!/ Effective!

Providing feedback to senior leadership needs to always be professional, constructive, and presenting evidence-based practice with examples, and being ready to answer any and all questions that may be thrown your way. Remember people make will always remember how you make them feel than what you say. Be confident in your abilities to give constructive and supportive feedback. Be humble in your view that not everyone may see it through your eyes. Remain patient, encouraging and empowering to your coworkers, and always end any feedback with something positive.

The most important element is scheduling the feedback and also even timing it when feedback has been given to you. These are perfect for 1 x 1 conversations and in a private setting. Getting permission is an important piece and you can even suggest what manner they would appreciate the feedback to be presented in. Be ready to receive in return for your feedback as well and be willing to put the defense walls away if the person happens to react. The human element is very real and people will not always react perfectly, even if they do agree with what is being said.

The structured and non-judgmental approach of the SBI model creates a conducive environment for open communication between the feedback provider and the leader. Below are five steps to help prepare for a conversation using the SBI model. 1. Identify Specific Situation: Choose a recent situation highlighting the behavior you want to address. 2. Describe Observable Behavior: Clearly define the behavior using objective and measurable terms. 3. Analyze Impact: Reflect on the impact of the behavior on you, the team, or outcomes. 4. Plan Delivery: Prepare your message with a balanced and respectful tone. 5. Stay Solution-Oriented: Focus on solutions and growth during the conversation.

A few years ago, I took on the task of changing how our CEO spoke about our industry. He was using accurate but outdated language, which was confusing to people who hadn’t been in the industry as many years as he had. I started by expressing how important, clear communication to the audience was, and how easy it was to be dismissed, when our language didn’t match industry norms. I then shared examples of how his peers were communicating, and where they differed, including how his peers were being quoted in the media. He had never considered the communication possibilities before, and assumed that everyone understood his language, because no one previously has been willing to point out how the industry’s language had shifted.

Always focus on Impact and Improvement while providing specific and constructive feedbacks: Emphasize how addressing the issue can lead to positive outcomes and improvements for the team or organization. While addressing the issue, frame the feedback around observable behaviors and their impact on the team or organization rather than making it personal.

I really appreciate the "sandwich" technique. This is where you couple two great things you appreciate about your leader (the bread) alongside one thing to work on (the spinach). An example may be: Bread: "I love your passion for leading and guiding our company. You lead with vision." Spinach: "At times it can be a little confusing if your vision is not as clearly worked out and processed enough for the staff to understand so we can follow you well." Bread: "It is such a privilege to be on this journey with you as our leader as you take us forward into the unknown with a positive,can do attitude." This technique has definitely served me well in subtly sharing feedback while making sure my seniors know I want them to succeed.

Giving feedback to seniors, when done tactfully, can lead to a meaningful exchange that both parties can benefit from. If I see that there is another way in which a senior leader can respond to a situation, I try to open a conversation by saying - "*This* is something that has helped me in a similar situation. Have you tried this before? How was your experience?/What was the outcome?" A conversation like this gives you the chance to facilitate introspection and reflection, without it affecting your relationship with the senior leader.

One can begin strong by starting with a positive comment, then share the observation of what (Incident) the feedback is about & thereafter what you think can be done differently. This should always be backed up by the underlying logic & the impact it can create if this feedback is taken constructively. We should avoid personal attacks or judgments at all times & keep it as concise as it can be, putting forward all relevant facts and evidence to amplify the impact or consequence that their action is leading to & why is the needed to amend it. Focus on the “solution“ & the attributes of the leader that can help create a win-win. Its important to finish strong and end with respect to uplift the moral leaving them with a mindset of positivity!

How we express ourselves and ideas, thoughts and opinions to others matters. Because even good ideas and suggestions can be misinterpreted when expressed with bias rather than the basis of facts, features and the future value proposition. And thus its important to consider the facts you are projecting in feedback in a way that highlights the benefits [Impact] of the idea you suggest in terms of future value proposition with a calm and composed tone of voice. This makes the senior reflect through what you suggest, because what you need is having him/her reflect on the idea long enough that they understand the heart and implement the idea. That means you got to listen more as you communicate, be present to connect with the emotions.

Senior managers value an honest relationship, as they may rarely receive critical feedback - as some people are afraid of the hierarchy. Once you have such a relationship, both sides can benefit from it, as you can use each other as sparring partners. There may be different perspectives, for example, since senior managers often have to focus on a large whole, while individual contributors are more concerned with details. This exchange can bear great fruit.

I believe it's quite helpful if you ask for feedback yourself, once in a while. Just ask to your leader if there's something you can improve, something that she/he would like to discuss with you regarding your work...show that you're prone to listen and to accommodate the comments and this will help to build a relationship based in trust and respect.

Giving feedback to senior management is a way to showcase your product knowledge and critical thinking skills. In order to provide impactful feedback one must be able to handle constructive criticism. I try to acknowledge all feedback whether good or bad and indicate my thoughts in a polite manner. by doing this you develop a habit of steering the idea process in a good direction where both parties can exchange feedback.

I’ve found that an open and honest discussion works best, when it’s a two way street they are more open to it. By then discussing feedback you’re also showing your growth mindset and maturity.

I'd say there are 5 key things to consider when giving feedback to senior leaders (or anyone else) in a way that builds respect and relationship: 1) base it on observation 2) deliver it "timely" 3) deliver it in-person (virtual counts; phone if in-person/virtual not possible) 4) criticize in private/praise in public 5) be humble & solutions oriented

Consider making yourself their friend before providing feedback, especially if it's one they are likely to find hard to accept. Let it come across as coming from a place of honest concern.

Personally, I never like to share exactly what is to be done but rather give all directions to reach the destination! The moment a leader is able to bridge the gap between the 90-95% you left them with and the end goal, its builds instant respect and gratitude!

Active Listening: Be a good listener. Give them the opportunity to share their perspective and feelings. This can help build understanding. Use Non-defensive Language: Avoid blaming or using confrontational language. Stick to the facts and your observations. Maintain Respect: Treat them with respect and professionalism throughout the conversation. Remember, the goal is to improve, not to criticize. Follow Up: After the conversation, follow up with a summary of what was discussed and any agreed-upon actions. This demonstrates your commitment to their growth. By combining coaching and positive psychology skills, you can provide feedback in a way that promotes growth and maintains a positive working relationship.

Leaders are also human just like you. Hierarchies create an impression that someone more senior may be a more rounded individual when in reality they will find feedback just as valuable as you do. As long as the feedback is genuine and coming from a place to actually help them improve or to improve your working relationship, leaders should be reasonably receptive.