Giving Constructive Feedback to Leaders
How to Shape the Leaders Who Shape Your Organization
Giving feedback to leaders is different from giving feedback to employees. Leaders come with a track record of success, authority, and influence and have likely given plenty of feedback themselves. But receiving it? That can be more difficult. Leaders often feel their success ensures their impact, thinking, and self-awareness are well-developed. However, no leader is perfect. Providing feedback requires balancing their reputation, past successes, and sense of control with what they need to hear. If you’re serious about navigating change and building a thriving organization, even top leaders need feedback to keep growing.
The challenge is that giving feedback to leaders isn’t just about correcting behavior or boosting performance; it’s about steering strategic thinking, fostering leadership growth, and fine-tuning their approach to managing others. Here’s how to make it happen effectively:
Focus on Impact, Not Just Performance
Leaders aren’t just executing tasks—they’re driving strategy, setting the tone, and influencing teams. So, when giving feedback to a leader, the conversation needs to center around their broader impact on the organization. It’s not about nitpicking small errors; it’s about helping them understand the ripple effects of their leadership style on the broader organization’s performance and future.
Example: Instead of saying, “Your team missed the deadline,” you could say, “From where I sit, the way you set priorities last quarter impacted the team’s ability to meet deadlines. It seems that goals and strategy weren’t as aligned as they could be. Let’s explore how we can align your strategic focus with operational goals to avoid this in the future. What’s your take on the situation.?”
Frame it as a Partnership in Growth
Leaders are accustomed to being problem solvers, not problem receivers. So, frame your feedback as a collaborative effort to help them grow, rather than a top-down directive. When you position the conversation as mutual exploration of how to improve, it lowers defenses and sets the stage for real growth.
Example: “I’ve noticed cross-functional communication has been challenging for your team. Let’s work together to identify how you can improve communication channels and support your team in navigating these barriers. What do you think may be contributing to this situation?”
Challenge Strategic Thinking, Not Just Behavior
When giving feedback to leaders, it’s essential to elevate the conversation beyond daily operations. Leaders influence the long-term direction of the company, and your feedback should push them to think more strategically, whether that’s about how they make decisions, allocate resources, or drive change.
Example: Instead of focusing solely on how a leader managed a specific project, you might say, “I see a pattern where you and the team are reacting to issues instead of anticipating them. For example, … How can we shift your team’s focus to be more proactive in identifying potential challenges?
Acknowledge Achievements, But Don’t Sugarcoat Reality
Leaders are often high performers, which can make delivering tough feedback feel uncomfortable. And, in my experience their perceptions suffer from a bit of a halo effect – the individual’s high performance is seen to bleeds over into other areas. However, high performer are not high performers in everything they do. You’re not doing anyone any favors by sugarcoating. Start by recognizing their successes, but be direct and honest about areas where they need to grow—because, frankly, they know when you’re holding back.
Example: “You’ve done an excellent job rallying the team around key initiatives. I’m going to push you to do even better. I’ve noticed you are making some decisions too quickly without getting sufficient input from your stakeholders. That gets in the way of you being even more successful. Let’s work on finding a balance between quick decision-making and gathering broader input.”
Encourage Leadership Development and Self-Reflection
Great leaders are lifelong learners, but they don’t always have someone pushing them to keep developing. Your role isn’t just to point out what’s wrong—it’s to help them continue their leadership journey by encouraging self-reflection and providing opportunities for growth.
Example: “You’ve accomplished a lot this year and I want to set you up for success next year. I’d like to challenge you to consider how you can strengthen your team’s leadership pipeline so that so much doesn’t fall on you. How can you mentor your direct reports to ensure that they’re developing into future leaders, too?”
Done right, feedback becomes less about correction and more about collaboration—making you, and them, stronger leaders in the process. After all, shaping great leaders is how you shape a great organization.
