Wie können Sie wie eine Führungskraft Feedback geben und erhalten?

👉The primary purpose of feedback is to enhance self-awareness and improve performance. 👉It serves as a tool for individuals to understand the consequences of their actions, thereby helping them avoid repeating mistakes and facilitating personal and professional growth. 👉Feedback also promotes accountability and transparency, essential for effective team dynamics.

Giving and receiving feedback like an executive leader requires clarity, empathy, and openness. When giving feedback, focus on specific behaviors and their impact, avoiding personal criticism. Frame it constructively, offering actionable suggestions for improvement. When receiving feedback, listen actively without getting defensive, ask clarifying questions, and acknowledge the input, even if you don’t fully agree. Use feedback as a tool for growth, embracing it as a way to refine your leadership and improve team dynamics. This balanced approach fosters trust and drives continuous improvement.

The purpose of leadership-to-leadership feedback should be focused on collaboratively achieving outcomes. Unlike at the managerial level, executive feedback should focus on *what* and *why* rather than *how*. For example, what strategic objectives need more focus and why? What business outcomes were you and the other person collectively successful at and why? What outcomes were undesirable or ineffective, and why? Done properly, this may lead to a constructive conversation about "how," but that should be a two-way dialog rather than unasked-for advice or detailed instruction. Most thought leaders are good at figuring out *how* so long as they have a clear understanding of the desired outcomes and honest feedback about objective results.

Understanding the purpose of feedback is crucial for any leader. In my work with executives, I emphasize that feedback is not just about correction or praise but a strategic tool for driving individual and organizational growth. It's about shaping behaviors, fostering professional development and aligning actions with the broader strategic goals of the organization. As an executive, recognizing the multifaceted purpose of feedback can transform how you lead and influence your organization. Feedback serves to clarify expectations, reinforce positive behaviors, rectify misalignments and motivate your team. It's a critical component of effective leadership, ensuring your team's efforts contribute meaningfully to the organization's objectives.

Feedback serves as a means to communicate expectations, offer guidance, and foster development. Executives should deliver clear, specific, and actionable feedback in line with their vision and strategy. Additionally, receptive to constructive, relevant, and respectful feedback, leaders facilitate their own growth and learning. Engaging in two-way dialogue, rather than one-way monologue, promotes mutual understanding and continuous improvement.

At the executive level, feedback isn't about fixing what's broken. It's about fueling what's already firing on all cylinders. We're not patching up holes in a sinking ship, we're fine-tuning a high-performance engine. I've always believed that great leaders see feedback as an investment, not a chore. Every conversation is a chance to nurture talent and propel the business forward. Tip: When you're giving feedback, keep your eyes on the horizon. Instead of dwelling on the past, focus on how the person can use their strengths and grow their skills to achieve even more.

Feedback is an essential tool for executive leadership, both for giving and receiving it. Effective feedback is more than highlighting mistakes or celebrating achievements. It’s about aligning feedback with organizational goals, offering clear, specific, and actionable insights that help others improve. Executive leaders also need to be open to receiving feedback, actively listening to constructive criticism that supports their growth. Feedback should always be a two-way conversation, fostering continuous learning and development across all levels. How do you ensure your feedback process is constructive and supports growth in your team?

💠Feedback can be categorized into several types: 👉Positive Feedback: Recognizes and reinforces good performance. 👉Constructive Feedback: Aimed at improving performance by addressing areas needing development. 👉Negative Feedback: Often perceived as criticism; however, when delivered constructively, it can lead to significant improvements. Each type plays a vital role in shaping individual and team performance.

The categorization of feedback into appreciative, coaching, evaluative, and corrective types aligns with the multifaceted nature of leadership. Recognizing the unique circumstances and needs of each situation and team member is crucial in providing effective feedback. What resonates with me is the emphasis on balancing positive and negative feedback. This balance is essential in maintaining team morale while driving continuous improvement and aligns well with my advocacy for SIPS (Sincere, Immediate, Personal, and Specific) in feedback. By being sincere and specific, whether celebrating successes or addressing areas for improvement, leaders can foster trust and respect.

Understanding the different types of feedback is important in order for executive leaders to effectively guide their teams, and foster a culture of growth and openness. It’s vital to differentiate between various forms of feedback to ensure they serve the intended purpose and contribute to the team's and organization's success. By mastering these different types of feedback, you as an executive leader can more intentionally and strategically navigate team dynamics, individual growth conversations and organizational development, leading to a more engaged, motivated and high-performing team.

The traditional positive/negative dichotomy is a simplistic view of feedback. In executive leadership, feedback should be multi-faceted. It should acknowledge strengths, highlight areas for improvement, and offer concrete suggestions for growth. In my observation, the most impactful feedback is both honest and constructive, delivered with empathy and a focus on development. Tip: When delivering feedback, use the "sandwich" technique: start with a positive observation, follow with constructive criticism, and end with another positive comment. This helps to soften the blow and ensures that the recipient is receptive to the feedback.

Feedback shouldn't be pigeonholed into neat categories like 'positive' or 'negative.' It should be tailored to the individual and the situation, delivered with the intention of driving results. I've seen leaders fall into the trap of focusing on the 'type' of feedback, rather than its impact. This can lead to diluted messages and missed opportunities for growth. Instead, focus on delivering feedback that is clear, concise, and actionable. Don't get bogged down in semantics; focus on the outcome.

To give and receive feedback like an executive leader, it’s essential to use different types of feedback depending on the context. Appreciative feedback highlights accomplishments and boosts morale by recognizing success. Coaching feedback offers constructive guidance to help individuals improve their skills and performance. Evaluative feedback assesses performance based on set criteria and helps clarify expectations. Corrective feedback identifies issues or mistakes and aims to resolve them. Striking the right balance between positive and constructive feedback ensures that feedback is both motivational and developmental. How do you balance these different feedback types in your leadership role?

I agree, as expectations evolve for our workforce continuous feedback should be part of our DNA as leaders, it has never made much sense to me that we wait to give feedback at certain times of the year. To build connection and trust with our teams, it is important for us to give timely feedback.

🕑Timing is critical in the feedback process. 👉Regular and timely feedback—ideally given shortly after an event—ensures that the information is relevant and actionable. 👉Research indicates that frequent feedback (daily or weekly) significantly enhances employee engagement and performance. 👉For executives, this means integrating feedback sessions into regular interactions rather than relegating them to annual reviews.

The timing of feedback in executive leadership isn't just about convenience; it's a critical factor in the effectiveness and reception of the feedback. As an executive leader, choosing the right time to give and receive feedback is crucial. Offer feedback soon after a relevant event or action, when the details are fresh and the context is clear. This timeliness ensures that the feedback is relevant and actionable. Conversely, avoid giving feedback in emotionally charged or high-pressure moments, as it may not be as effective. Sensitivity to timing helps in ensuring that feedback is constructive and well-received, enhancing its impact.

I've often seen a tendency to delay feedback until formal performance reviews. However, timely feedback is more effective. It allows leaders to address issues promptly, learn from their mistakes, and course-correct if necessary. While formal reviews are important, they should be supplemented with regular, informal feedback. Tip: Schedule regular one-on-one meetings with your team members to provide informal feedback. This creates a safe space for open communication and allows for timely feedback on both positive and negative behaviors.

The timing of feedback is a complex aspect of leadership that requires careful consideration to ensure the message is effective and conducive to growth. As an executive coach advising leaders, I stress the importance of choosing the right moment to deliver feedback, as timing can significantly impact the receptivity and subsequent action taken by the recipient. Timely feedback ensures that the information is relevant and actionable, allowing the recipient to make immediate improvements or adjustments. Delayed feedback, on the other hand, can lose its context and effectiveness, potentially leading to confusion or missed opportunities for development.

The timing of feedback is critical to its effectiveness. When given promptly after an event, feedback can reinforce positive behavior or correct issues before they escalate. However, timely feedback doesn't always mean immediate. Sometimes it's best to wait for the right context—whether it's a more private setting or after emotions have settled. Scheduling regular feedback sessions such as weekly check-ins or annual reviews can also create a structured environment for ongoing development. As an executive leader, you should balance urgency, impact, and readiness to ensure feedback is both constructive and well-received. How do you approach feedback timing in your leadership practice?

Our brains are wired to detect and respond to perceived threats. When conversations lack fairness, the interlocutor's brain may trigger emotional responses such as frustration, anger, or distrust, no matter how genuine your intentions are. By perceiving what's being said as unfair, the emotional reaction will impair the ability to understand, learn and collaborate. Applying the correct tone, content as well as listening respectfully and actively will promote a positive emotional response that enhances the other person's ability to understand, learn, cooperate and respond. If you try the above, chances are, the conversation will have a good result as you leverage how the brain works and communicate fairly, with kindness.

The first thing you must embrace is: "Feedback is a Gift". You cannot improve if you are not given line of sight to what you need to improve. Once you develop this baseline, Radical Candor becomes much easier. While giving the feedback, I find it beneficial to follow this format: 1. Employee Assess: "If you could perform this task again, what would you do differently" 2. Leader Assess: If the employee has already communicated the areas where they can improve, simply confirm their findings. If they missed the mark, this is your opportunity to highlight the areas of improvement. 3. Action Plan: Mutually create a plan that will help the employee improve moving forward 4. Accountability: Create a system of check-ins or milestones

Effective delivery of feedback involves several best practices: 👉Be Specific: Clearly articulate what behavior or action prompted the feedback. 👉Focus on Behavior, Not Personality: Address actions rather than personal attributes to avoid defensiveness. 👉Use the "Situation-Behavior-Impact" Model: Describe the situation, the observed behavior, and its impact on the team or organization. For example: “During the team meeting (situation), your presentation was unclear and you did not engage with the audience (behavior), which led to confusion among team members (impact)

Both the delivery and reception of feedback are indicators of emotional intelligence in executives. A rapport of give and take can make feedback more like a non-threatening conversation. The key is to listen, acknowledge, relate, ask questions, and then provide feedback. It also doesn't hurt to open the door to inviting feedback to make the receiving party feel like a two-way conversation.

SBI is my most used framework for providing feedback: * Situation: Describe the specific situation or context in which the observed behavior occurred. * Behavior: Clearly and objectively describe the behavior exhibited by the employee. * Impact: Explain the impact or consequences of the behavior on individuals, the team, or the organization. * Example: "During yesterday's team meeting (Situation), you lost your cool and interrupted your colleagues (Behavior), which resulted in others feeling unheard and frustrated (Impact)."

The way feedback is delivered is as important as the feedback itself. It's not just about what you say, but how you say it. Feedback should be specific, actionable, and delivered with empathy and respect. It should also be a two-way conversation, allowing the recipient to share their perspective and ask questions. Tip: Use the SBI model (Situation-Behavior-Impact) to deliver feedback. Describe the specific situation, the behavior you observed, and the impact of that behavior. This provides clarity and avoids misunderstandings.

Embracing the principles of 'Radical Candor,' as an executive leader, your feedback delivery should be a blend of direct honesty and empathetic guidance. Tailor your approach to the individual's style and needs, ensuring clarity and respect. Utilize 'I' statements to express your observations, avoiding accusatory tones. For instance, 'I noticed the deadline was missed,' instead of 'You're always late.' Apply the SBI (Situation, Behavior, Impact) and EEC (Example, Effect, Change) models to articulate specifics in a manner that's constructive, not critical. Encourage a two-way dialogue with open-ended questions, fostering an environment where feedback is not just a directive but a collaborative exchange.

When working with ambitious teams, who are goal-oriented and focused on outcomes, I like to use the GROW model of providing feedback: * Goal: Discuss the employee's goals and expectations. * Reality: Explore the current reality or performance level. * Options: Invite your employee to brainstorm potential options or strategies for improvement. * Will: Determine the commitment and willingness to take action. "Let's talk about your goal to enhance your emotional intelligence (Goal). Currently, your moods are counterproductive and disruptive in meetings (Reality). We could explore options such as attending an emotional agility training or talking with a coach (Options). Are you willing to commit to improving your skills in this area? (Will)"

Being straightforward is essential, but so is respect. The best executive leaders I know deliver feedback with a directness that inspires action, not defensiveness. It's about building a culture of trust and accountability, where feedback is seen as a tool for growth, not a punishment. When you're delivering feedback, pay close attention to your tone and body language. Stay calm and professional, even when you're discussing tough subjects.

Receiving feedback gracefully is equally important. Leaders should: 👉Listen Actively: Show openness to understanding different perspectives. 👉Avoid Immediate Reactions: Take time to process the information before responding. 👉Seek Clarification: If any part of the feedback is unclear, ask questions for better understanding. This approach not only demonstrates humility but also encourages a culture where feedback is valued.

Its worth exploring the mindset “Feedback is Fuel”, it supports the key behaviors of constantly seeking different perspectives and being open to learning. Executives show empathy through their caring tone of voice, curiosity and listening. This approach always leads to more trusting and real conversations with breakthroughs.

Receiving feedback, especially as an executive leader, can be just as critical as giving it. When receiving feedback, it's essential to listen actively without interrupting or jumping to defend yourself. Take the time to truly understand the message by asking clarifying questions and seeking examples. Acknowledge the feedback to show that you are taking it seriously, but try not to agree or disagree immediately. Instead, reflect on what you've heard, and take time to process before responding thoughtfully. Humility and respect are key—viewing feedback as an opportunity for growth helps maintain an open and proactive mindset. How do you usually respond when receiving feedback?

Indeed, feedback works both ways, and its real strength lies in how we take it in and make sense of it. For leaders, mastering the art of receiving feedback—whether critical—is crucial for development. Actively listening, taking time to ponder, and responding thoughtfully can turn feedback from comments into insights. It's all about viewing feedback as a tool for self-analysis rather than judgment. This change in perspective can turn discussions into chances for significant professional growth. As a leader, embracing feedback with openness and appreciation while actively seeking it out has the potential to drive organizational change.

Cultivating a culture of feedback in executive leadership is more than a practice; it's about building a foundation for continuous improvement and open communication. Creating a culture of feedback as an executive leader involves establishing feedback as a regular, expected part of interactions and processes. Encourage open and honest communication, where giving and receiving feedback is normalized and valued. Lead by example, actively seeking feedback for yourself and providing it constructively to others. This culture shift ensures that feedback is seen as a tool for growth and development, integral to the organization's learning and evolution.

Creating a feedback-rich culture involves: 👉Encouraging Open Dialogue: Foster an environment where team members feel safe sharing their thoughts without fear of retribution. 👉Modeling Behavior: Leaders should actively seek feedback themselves, demonstrating its importance. 👉Regular Training: Providing training on how to give and receive feedback can enhance skills across the organization. A strong feedback culture leads to improved communication, collaboration, and overall organizational effectiveness.

To give and receive feedback like an executive leader, cultivate a culture of feedback where it's encouraged, valued, and expected. This fosters trust, collaboration, and innovation. Here's how: 1️⃣ Model Behavior 🧑💼 Frequently and effectively give and receive feedback. 2️⃣ Set Expectations 📋 Clarify the purpose, type, and timing of feedback. 3️⃣ Provide Training 📚 Offer coaching and resources on effective feedback. 4️⃣ Solicit Feedback 🗣️ Regularly seek feedback from your team, peers, superiors, and customers. 5️⃣ Monitor and Improve 📈 Track and measure feedback outcomes for continuous improvement. Creating this culture ensures a positive, productive, and performance-oriented environment.

From what I have encountered, giving, and receiving feedback like an executive leader means making feedback a natural and valued part of daily life. It is about creating a transparent and open atmosphere where everyone feels comfortable sharing their thoughts. I make it a point to regularly seek feedback from my team, showing that I value their perspectives. By consistently acting on their feedback, I build trust and prove that their input leads to positive changes. Celebrating the improvements and successes that result from feedback reinforces its importance and helps create a supportive, engaged environment.

Here are my own successful Key ways I have deployed : -Regularly solicit feedback from team members, peers, and superiors to demonstrate a commitment to growth via scheduling regular one-on-one meetings to gather input. -When giving feedback, leader need to be specific, timely, and focus on behaviours rather than individuals using the SBI Model to Structure feedback using the Situation-Behavior-Impact (SBI) model & the "sandwich" approach in giving feedback by starting with positives, addressing areas for improvement, and ending on a positive note. -Regularly solicit feedback from team members, peers, and superiors to demonstrate a commitment to growth.

While executive is not synonymous with success, there is and should be a greater expectation put on executives to give feedback well given their position of influence. Given that, I’d encourage every executive to make sure any feedback is given following a lot of questions and listening to understand. If you’re not willing to give the time and attention to understand the situation and the person you’re giving feedback to, you have no business giving it at all. Furthermore, as an executive, there is a power dynamic at play, and you need to be intentional about leveling the playing field so people feel comfortable responding and getting clarity on the feedback. They also need to know it’s feedback to consider, not an order to execute.

Prior to providing feedback, it is essential to have a clear understanding of the reasons behind doing so and the desired outcomes. 1. Does your feedback pertain to a particular project, behaviour, or skill set? 2. Is it affirming, developmental, or remedial? 3. Is it requested or unsolicited? 4. Is it intended to be positive, constructive, or corrective? 5. Furthermore, is the feedback requested? Additionally, it is crucial to consider how the feedback aligns with the goals and expectations set by the individual themselves. Having a clear purpose will enable you to plan your message effectively, select the most suitable time and venue, and ensure that your communication is concise and pertinent.

One piece of advice based on my years of executive coaching: please don’t use the “feedback sandwich”. This is such a simplistic and overused, lazy way of coaching people. Everyone sees through it. Instead, use situation-behavior-outcome and work to establish a view of what shared outcomes are and how their behavior helped or hindered getting there. As in, “in the last meeting (situation) you didn’t say much when we expected your input (behavior); this seems to be at odds with your interest in being more visible to the team (outcome and shared values). People need to hear feedback that relates to what they value in order to grow; not niceties followed by vague criticism followed by niceties again.