A great leader embodies curiosity and compassion. If an executive disagrees with feedback, adopt a “seek to understand” approach. Ask open-ended, thoughtful questions to explore the reasons for their disagreement. Is their concern rooted in the content of the feedback, the way it was delivered, or perhaps additional information that may have been overlooked? The goal is to ensure they feel heard, respected, and fully understood.

When an executive questions feedback, start by empathizing with their concerns and clarifying the purpose of the feedback as a growth tool, not criticism. Use specific data or examples to support the feedback, ensuring it's objective and actionable. Engage them by exploring their perspective: “How does this resonate with your experience?” Link the feedback to their goals, showing how addressing it can enhance their effectiveness or leadership impact. Collaboratively define actionable steps, and follow up to track progress, celebrating improvements. This approach fosters trust, shifts skepticism into curiosity, and reinforces the value of feedback for personal and professional growth.

I would do the following as a Coach in situations as this. - Respecting the challenge firstly. - Mine the mind with more questions. - Listen intently and fully for long responses. - Pause and think. This is powerful. - Go the situational route. Offer varied perspectives in questioning. - Take the reflection step now. Allow the challenge to slowly convert into solution. - Time out. - Continue the Conversation. - Acknowledge the Challenge, thinking and likely solution route. - Repeat the steps. - Validate - Seek further feedback - Close with action points and acknowledge the intensity, involvement and the steps ahead

When an executive questions feedback during coaching, it’s vital to address their concerns while reinforcing the value of the process. Start by validating their perspective—acknowledge their feelings and experience before delving into the specifics. Use concrete examples and data to illustrate the benefits, aligning feedback with their goals. Lastly, encourage a growth mindset, framing feedback as an opportunity for professional development.

Wenn das passieren sollte, tippe ich darauf, dass das Feedback nicht korrekt formuliert wurde, zumindest nicht so, dass diese Führungskraft bereit dazu war, es anzunehmen oder zumindest darüber nachzudenken. Interessant finde ich wirklich die meisten Antworten hier. Liebe Coachs, Trainer und sonstige Berater: Vor allem Führungskräfte reagieren nicht nach den allgemeinen Coaching-Drehbüchern. Diese sind wirkungslos, wenn Sie nicht die Person sehen, sie begreifen und sie nicht abholen! Einfach Feedback geben kann jeder. Feedback geben ist für mich, situativ, individuell sowie so konkret/nachvollziehbar wie möglich (hier für die Führungskraft) darzustellen. wie möglich. Es ist kein methodischer Prozess, es ist Arbeit mit dem Menschen!

The first rule is that a coach can be wrong. The second rule, which is in fact the first, is that the coach is in a low position. The third rule, which is in fact the second, is that the coach asks questions so that his/her client can ask him/herself. So, if the manager asks questions, that's great. It's only a difficult situation for the coach who thinks she/he's got the truth, and therefore puts him/herself in a high position (see first rule).

Feedback is a gift, as it sparks dialogue and growth. When questioned, it becomes an even richer tool for mutual understanding and collaboration. However, for a feedback to be meaningful, understand that it meets the conditions that (1) it's specific, (2) it's timely, and (3) it's balanced

Handing this “criticism” sensitively is an opportunity to build real trust and understanding with the executive. A firm approach acknowledging the feelings of the executive and also questioning what aspects of the feedback is bothering the executive. It is useful to re-explain the purpose of the feedback and support with specific examples and data. Active listening with empathy, will allow co-adjustment of the feedback to gain buy-in and make it more actionable. Re-iterate and seek agreement on the benefits of feedback to the executive. Schedule a follow-up to assess progress, allowing the executive to provide their own feedback and reflection on the experience.