Here's how you can provide feedback to a senior colleague.

Providing feedback to a senior colleague can be a delicate and challenging task. However, it is an important part of professional development and can help improve overall organizational performance.

Giving feedback to senior leadership is essential. It's important to keep it professional, constructive, and grounded in evidence. When bringing up points at work, use specific examples to support your observations and be prepared to address any questions that arise. Start by highlighting positives before formally presenting your feedback. Equally important is listening to their explanations. Always remember that the way you make others feel has a lasting impact.

Providing feedback to senior leadership is crucial. Always ensure it's professional, constructive, and evidence-based. When discussing at work, use examples to back your points. Address any queries that come up. Begin by emphasizing positives before sharing feedback formally. Equally, listen to their justifications. Remember, how you make others feel is lasting.

Providing feedback to a senior colleague requires a combination of tact, respect, and clarity. Begin by preparing the points, identifying the purpose of the feedback and gathering concrete examples.

Respect is key in professional interactions, especially when giving feedback to senior colleagues. Acknowledge their expertise and position, and be polite and constructive. Focus on specific instances to foster improvement rather than generalizing.

Being respectful means being honest and genuine… it also means having a positive purpose and being fact-backed… a respectful tone helps keep the conversation smooth and healthy… covering the impact on people and goals helps communicate what is the actual feedback 👍

Respect is indeed the cornerstone of any professional interaction, especially when giving feedback to a senior colleague. Acknowledging their expertise and maintaining a polite and constructive tone helps create a positive and productive dialogue. Focusing on specific instances rather than generalizations is key to avoiding a defensive reaction and ensuring the feedback is seen as helpful rather than critical.

Le je est alors très important. En effet , face a une personne senior nous devons montrer que nous assumons notre discours. De plus pour une personne qui est assez fermée aux critiques (négatives ou positives ) l utilisation du jeu permet d atténuer le ton qui pourrait lui paraître accusateur . Enfin en utilisant le je cela peut aussi ouvrir au dialogue car la personne peut considérer que nous donnons notre avis et va peut être vouloir donner le sien

This approach is incredibly effective in making feedback feel less accusatory and more about personal observations. By focusing on your own experiences and reactions, you reduce the likelihood of the other person becoming defensive. It's amazing how such a subtle shift in language can significantly impact the reception of your feedback.

I find using "I" statement very useful to start a difficult conversation especially when giving negative feedback to a fellow colleague or a supervisee. It indicates empathy and tends to deflate tension between us. I could start by saying, for example: "when I went to the filing room, I realised that the assignment we were to work on over the past week was still lagging behind. I think we could do better by putting on extra time this week, what's your take" This way, the person will quickly realise that you already know what is going on, you are offering them a solution, at the same time, giving them a chance to contribute to the solution.

Respect should always be mutual. If you are challenging behaviour that is disrespectful you may feel (and I would!) the need to be assertive. Take your time, ensure privacy and take notes for both parties to review and agree on. If necessary create an action plan and make sure you have a review date. Feedback is a two way street and nobody should feel vulnerable giving it, or worthless receiving it…

Use "I" statements to avoid sounding accusatory. For example, say "I noticed that..." or "I felt that when..." This focuses on your observations and reactions, making your feedback less likely to be taken defensively. This subtle shift can improve how your feedback is received.

My very first recruiting job was in Manhattan, NYC and my Manager would always say "don't come to me with a problem unless you have a solution". And that was honestly the best advice I had ever received. I use it every single day. Already having prepared a possible solution to a problem before going to a higher up shows you are proactive and can take initiative.

When providing feedback to a senior colleague, focus on offering solutions. Clearly identify the issue, then suggest practical steps for improvement. Emphasize how these solutions can enhance team performance and align with mutual goals. Be specific and actionable, and encourage collaboration to refine and implement the ideas. This approach shows respect and a proactive mindset.

Ask questions - first seek to understand and don't assume you know a better way before you are sure you understand the underlying issue and logic for current method/actions.

When offering solutions or feedback to a senior executive: 1. Present the Issue Clearly: Provide a straightforward presentation of the issue, using reliable data points. 2. Propose a Solution with Evidence: Offer feedback on a proposed solution, demonstrating how it addresses the issue with examples and data. Avoid phrases like "I think" or "I feel" as they dilute your message. Use direct language and phrases like "the data shows" or "this will result in" for stronger communication. Leave your ego at the door and focus on the results the executive seeks. Be objective, data-driven, and solution-oriented.

Oferecer soluções de forma proativa endossa sua preocupação com ações e disponibilidade para ajudar. É muito importante reconhecer a senioridade do colega e sua especialidade com o tema, traga de forma humilde sua solução e entenda se faz sentido para ele. Dessa forma ele entendera que sua preocupação é legitima e você tem real interesse em ajuda-lo.

It's important to follow up after giving feedback. After a suitable period, check in to show you care about the impact of your feedback and are available for further discussion if needed. This also gives you the opportunity to acknowledge any positive changes, emphasizing the value of your input.

In my experience, After discussing concerns or ideas follow up with an email summarizing key points and actions. This ensures clarity and accountability. For example, Following our meeting I’ll draft a plan for your review by Friday. Clear follow-up shows commitment and helps in achieving shared goals effectively.

It is important to "give a right to say no". For example:" I understand that my suggestions did not make up with your idea. However, if you would like to talk it over somehow in the future"...

That's true.... following up on feedback is a crucial step in the feedback process. It demonstrates your genuine interest in the person's growth and improvement. This helps to reinforce the feedback message, show investment in their success, provide ongoing support and guidance, encourage accountability, and celebrate their progress and achievements. During follow up, consider: - Timing: Allow sufficient time for implementation and progress - Open-ended questions: Ask about their experience, challenges, or successes - Active listening: Pay attention to their response and offer guidance - Positive reinforcement: Acknowledge and celebrate improvements

A two way reflection can help create more openness as it focuses on co-creating solutions. I would recommend to start by framing the feedback as a mutual reflection in a 1-1 meeting. For example, I would say in the meeting - I would like to share some observations following our last team meeting. I noticed that our XYZ team member's ideas were often interrupted. How can we create a more inclusive space for everyone to share their thoughts.. Reflection questions such as these opens a two-way dialogue, encouraging the senior leaders to become a little more relaxed, and think from neutral angle. They would also be able to share their perspective better,& bring out the best from their experiences.

🔸1.Schedule a private meeting: Shows respect for their position. Ensures confidentiality of the discussion. 🔸2.Prepare for the meeting: Both parties can mentally and emotionally prepare. Sets the stage for a productive conversation. 🔸3.Express your intention: Aim for an open and honest dialogue. Highlight mutual growth and improvement as the goal. 🔸4.Emphasize collaboration: Reflect together on certain aspects. Focus on improving collaboration and performance. 🔸5.Create a safe space: Encourage open sharing of thoughts. Foster mutual respect and understanding. 🔸6.Encourage two-way exchange: Ask for their insights and opinions. Make the feedback process a joint effort for better reception and constructive action.

Reflect Together! Schedule a meeting to discuss a project/task. Ask open-ended questions about goals, successes, and challenges. Actively listen and analyze together, suggesting options as prompts. Focus: Learning, improvement, open dialogue. This approach fosters collaboration and empowers your colleague to find solutions!

Reflecting together is a powerful way to provide feedback to a senior colleague. By inviting them to share their thoughts and reflections, you foster a two-way dialogue that can lead to a deeper mutual understanding. This collaborative approach helps uncover any miscommunications or differing perspectives, promoting a more inclusive and growth-oriented environment. Encouraging reflection ensures that both parties feel involved and valued in the process, which can significantly enhance the effectiveness of the feedback and contribute to continuous improvement.

Scheduling a meeting is a great idea to discuss about the projects/task or even the progress for the future company requirements.

Irrespective of level, grade, authority, it is important to exercise respect while giving feedback, a step prior sharing feedback is to ask the person if he would like to listen to what you have to share. Create an open space, talk about the problem, how it impacts you ,or the team or business and put forth your ask and recommendation, seeking the person's view over it. Focus on the issue or topic, keeping it objective with data else , not about the person with no blame game. Be open, curious, keep it exploratory to evolve thru what works best. Some situations could evoke high emotions, avoid getting aggressive and stay objective in the conversation

I believe one of the crucial elements of executive feedback is illustrating “the impact of the behavior”. Don’t go to “what is right” or “what is wrong”, since these statements provoke defensiveness which creates a feedback blockage.

I’m my experience iv realised that senior colleague appreciate respect more than anything . Hence I usually initiated conversations out of curiosity and gradually led them to share their perspective on what made them think or act in a particular way . Following up that with an alternate perspective usually enables them to see the picture differently and eventually becomes an easier way to share a feedback

I think people overthink this kind of thing because of the fact they put the person on a pedestal because of them being “more senior” in a business. For me any leader worth their salt will actively seek out honest feedback and will appreciate someone providing that. Especially if it’s negative. Sometimes you’ll provide a perspective they haven’t considered. Worst case they react poorly to it, shout you don’t and “put you in your place”. If that happens it’s time to get out of the place and find a more supportive and growth minded leader to work for.

Senior leaders, like all of us, are human. In my experience, many of them appreciate feedback, especially when it's delivered consistently. I'm a fan of the SBI (Situation, Behavior, Impact) model. It helps by describing the situation, the specific behavior observed, and the resulting impact. This approach can foster strong working relationships and contribute to career growth. After all, we learn from each other.