An executive dismisses feedback as irrelevant to their role. How do you navigate this challenging situation?
When an executive dismisses feedback as irrelevant, it can create a disconnect and hinder growth. To address this, consider these strategies:
How have you successfully navigated feedback challenges with executives?
An executive dismisses feedback as irrelevant to their role. How do you navigate this challenging situation?
When an executive dismisses feedback as irrelevant, it can create a disconnect and hinder growth. To address this, consider these strategies:
How have you successfully navigated feedback challenges with executives?
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When an executive dismisses feedback as irrelevant, I shift the focus to the bigger picture. I might say, “Let’s explore how this could impact your long-term goals or the team’s success.” This keeps the conversation constructive and aligned with what matters most to them. I also tailor the feedback to connect directly with their role and challenges, showing how it ties into their leadership impact. If they’re still resistant, I ask for their perspective—it’s often about uncovering what’s really behind the pushback. By turning it into a collaborative dialogue, I help them see feedback as a tool, not a critique.
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When an executive dismisses feedback as irrelevant, approach the situation with empathy and tact. Emphasize the value of diverse perspectives by explaining how feedback can provide insights that support their strategic goals. Connect the feedback directly to their responsibilities, showing how it could impact broader organizational outcomes, like team morale or project success. Frame the feedback as an opportunity for growth and alignment with organizational values. If possible, highlight examples where other leaders have leveraged feedback to drive positive change. Maintaining respect and professionalism, create an open dialogue that allows the executive to see the benefits of considering different viewpoints.
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When an executive rejects feedback as irrelevant, there is often a deeper message behind it. Assuming trust exists between the coach and the client, it is important to explore how the executive is feeling and what those feelings mean to them. Sometimes, they might unconsciously shift focus to avoid an uncomfortable area. Asking them what worst could happen if they addressed the feedback can open up the conversation. Highlighting the opportunities within the feedback is crucial, and reframing it as "feedforward" instead of feedback can make it more constructive and forward-looking.
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Approach the situation with empathy and tact. Try to understand their perspective and concerns. Clearly communicate the value of the feedback and how it can benefit their role and the organization. If necessary, seek support from a supervisor or HR representative to facilitate a constructive dialogue.
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When an executive dismisses feedback as irrelevant, it often reflects deeper resistance. Asking them, in a curious and non-confrontational tone, to explain why they see it as irrelevant can uncover the root cause. This approach often reveals underlying concerns, misunderstandings, or misalignments that might otherwise remain hidden. Once these issues are brought to light, it becomes possible to address them constructively. As with so many challenges, asking the right questions leads to better answers and a clearer path forward.
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When an 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗱𝗶𝘀𝗺𝗶𝘀𝘀𝗲𝘀 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗮𝘀 𝗶𝗿𝗿𝗲𝗹𝗲𝘃𝗮𝗻𝘁 𝘁𝗼 𝘁𝗵𝗲𝗶𝗿 𝗿𝗼𝗹𝗲, it's important to help them understand that all feedback provides value, even when it may not seem directly related to their current responsibilities. To navigate this situation, I would engage in a dialogue with the executive to explore the underlying reasons for their dismissal of the feedback. I would ask questions to prompt reflection, such as: a) "What might be the consequences if this feedback is accurate and we ignore it?" b) "How might addressing this feedback improve your effectiveness as a leader?" c) "Can you think of a situation where this feedback might be relevant?"
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If an executive dismisses feedback as irrelevant, it's important to first understand the perspective they are carrying and to understand their POV. After having done this, helping the executive reflect on how their approach has impacted the business results would get them to become more accepting of the feedback. Ensuring that this whole conversation is carried out in a safe environment that is non-judgemental and non-labelling will allow the executive to see things more objectively and in the broader context of business (objectives/ results).
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Navigating an executive's dismissal of feedback requires tact and strategy. Start by reframing the feedback to align with their goals or priorities, demonstrating its relevance to their role. Use data or specific examples to ground the feedback in measurable outcomes, such as improved team performance or strategic success. Ask open-ended questions like, “How do you see this impacting your objectives?” to invite reflection. Emphasize the value of diverse perspectives in driving innovation and addressing blind spots. If resistance persists, identify allies who share your view and can amplify the feedback’s importance, sometimes, delivering feedback indirectly, such as through third-party assessments can soften resistance and foster openness.
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When an executive dismisses feedback as irrelevant, I find it usually stems from either overconfidence or defensiveness. I'd start by connecting the feedback directly to business outcomes they care about. For example, if their leadership style is impacting team retention or project delivery, we'd look at those metrics together. The goal isn't to win an argument, but to help them see how being open to feedback directly impacts their effectiveness as a leader. Sometimes, the most powerful question I can ask is: 'What message does dismissing feedback send to your team about their perspectives?
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