Giving Feedback to Highlevel-team members is a must for achieving company goals and building a positive work environment. So, here are the top 3 things that I consider while giving feedback to Highlevel-team members: Respect their Expertise: I always try to acknowledge their contribution and value instead of giving them direct feedback. This helps to build a positive tone in my feedback and shows respect to the team members. Base Feedback on Real Facts: Always give feedback based on real facts and logics. Try to use real-world examples while giving feedback and this helps to avoid any perception of bias or personal judgement. Always Empower your team: Nobody is perfect in everything, so this applies to your team as well. Have friendly communication with your team to understand their issues, where they are lacking, and what skills they need to improve. Based on that conduct training sessions or provide other learning resources to enhance their skill set.
The Executive Happiness Coach® at Executive Presence is a Superpower you can learn!
Answered 2 years ago
Research shows that feedback is generally ineffective because people shut down, emotionally, mentally, and even physically. So don’t give feedback – or at least stop using that word. Instead, ask, “Can I offer some advice?” Advice is future-focused and activates a different set of emotional and intellectual triggers. For many people, it’s the difference between a fear or anger response (protecting themselves) versus curiosity or ambition (intrigued by a challenge). You might also use the 19-word phrase that comes out of education and is positively correlated to improved performance: “I’m giving you these comments because I have very high expectations, and I know that you can reach them.” That phrase inspires, implies partnership, and makes it personal. Before any of that can work, however, there must exist an atmosphere of trust. Have you in the past built a relationship with this person? Do they believe you hold their best interests in mind when you speak? When people are in conversation with you, do they feel heard, cared about, and respected? If not, go back five spaces and build that foundation before you offer feedback, advice, or challenge. Because people don’t care what you know until they know that you care. As a coach, it’s often my job to say the hard things. We first build a safe and trusting space together. I avoid using labels such as “good” or “bad” – instead, I share my experience of them, using Owned Language.” This means more “I-centric” language rather than broad statements -- in other words, I own my opinion rather than offering a broad generalization. I recently coached a behind-the-scenes finance professional who’d been promoted into a hi-visibility role that required talking to large groups – not his skill set! He’d been told “You’re awful on stage” and “You should prepare more.” That feedback shifted nothing. I had him do a run-through and said, “Can I share my experience? When you keep looking at the screen and constantly dance around, I get the sense you are both nervous and unprepared…. What would you rather be projecting when you’re on stage?” No one had ever given him specifics before! This opened opportunities both for coaching and presentation training that he’d resisted before. Eye contact with the audience from a grounded, confident body (plus shifting text-heavy slides to simple images!) helped him dramatically reduce his nervous behavior. When he spoke the next week, the CFO told him, “That was a home run!”
Executive Leadership & Organizational Psychology Consultant at Cognitive Direction
Answered 2 years ago
When advising our clients on giving constructive feedback to high-level team members, we emphasize the importance of creating a supportive and open environment. We recommend starting with recognition of achievements and then providing specific, actionable insights for improvement. Additionally, we advise incorporating feedback-seeking from team members, which can complement leader feedback and significantly enhance employee performance, motivation, and creativity. For instance, one of our clients saw a remarkable outcome when their senior leader implemented peer feedback alongside our strategies, leading to enhanced project management and increased innovation. Learn more about how Cognitive Direction can help you implement effective feedback strategies for your team.
When providing constructive feedback to high-level team members, my approach hinges on respect and clarity. These individuals are highly skilled, so it’s crucial to acknowledge their expertise while addressing areas for improvement. I create a private and comfortable setting for our conversation, ensuring the environment is conducive to open dialogue. I start by highlighting their strengths and contributions, setting a positive tone and demonstrating my appreciation for their hard work. Then, I clearly address the specific issue, providing concrete examples to illustrate my points. I frame feedback as a shared goal for improvement rather than a critique, focusing on how we can work together to enhance performance. For instance, I once had a CFO who was exceptional in financial management but struggled with communication across departments. After a candid discussion and implementing communication training sessions, the CFO’s improved communication significantly boosted interdepartmental collaboration, leading to streamlined operations and increased efficiency. This experience underscored the power of constructive feedback in fostering personal and organizational growth.
Giving feedback to high-level team members requires a blend of respect, clarity, and strategic insight. It's essential to approach these conversations with a mindset of collaboration rather than criticism. Start by acknowledging their contributions and achievements to set a positive tone. Be specific about the behaviours or outcomes that need adjustment, providing clear examples and potential solutions. Encourage an open dialogue to understand their perspective and foster a sense of mutual respect. By focusing on shared goals and continuous improvement, feedback can be a powerful tool for driving both individual and organisational growth.
Providing constructive feedback to senior team members requires a delicate balance of respect, clarity, and actionable insights. It's about recognizing their expertise while also encouraging growth and development. I always approach these conversations with a focus on collaboration and mutual respect. I begin by acknowledging their strengths and accomplishments, setting a positive tone for the conversation. Then, I transition into specific examples of areas where they could enhance their performance or approach. It's crucial to frame feedback in a way that focuses on the impact of their actions rather than personal judgment.
The Art of Giving Constructive Feedback to Executives with Respect and Honesty As the founder of a legal process outsourcing company, I’ve found that giving constructive feedback to high-level team members requires a delicate balance of honesty and respect. I approach these conversations with a focus on collaboration, framing feedback as an opportunity for growth rather than criticism. For example, when one of our senior managers struggled with client communication, I scheduled a candid yet supportive discussion where we reviewed specific instances and brainstormed strategies for improvement. By emphasizing their strengths and aligning our conversation with their career goals, the feedback was well-received and led to noticeable improvements in their client interactions. This not only enhanced their performance but also strengthened our client relationships, showcasing the power of constructive feedback when delivered thoughtfully.