What do you do if senior leaders are resistant to feedback?

Providing feedback to senior leaders requires finesse. Start by building trust and choosing the right time and place. Be specific, focusing on impact, and seek to understand their perspective. Use active listening, offer support, be logical rather emotional and follow up regularly. This approach encourage open communication and drives positive change.

😔 I once encountered resistance from senior leaders when presenting feedback on a proposed redesign of our kitchen cabinet manufacturing process. Despite clear evidence of inefficiencies, they were hesitant to consider changes due to longstanding practices. 🗣️ To address this, I framed the feedback in a constructive manner, highlighting potential benefits such as cost savings, improved productivity, and enhanced product quality. 💼 Additionally, I collaborated with colleagues to gather additional data and insights to support our recommendations, strengthening the credibility of our feedback.

When senior leaders resist feedback, it's crucial to understand their perspective. Often, it's rooted in past experiences or a fear that feedback may undermine their authority or competence. However, by empathizing with their concerns and demonstrating the positive impact of constructive feedback on personal and professional growth, we can gradually break down these barriers. It's essential to approach the situation with respect and patience, fostering a culture where feedback is valued as a catalyst for improvement rather than a threat to authority. Through open dialogue and mutual understanding, we can create an environment where feedback is embraced and celebrated as a tool for continuous learning and development.

Consider scheduling a specific time for feedback rather than approaching them spontaneously. This demonstrates respect for their schedule and increases the likelihood of a focused and productive conversation. Additionally, be prepared with specific examples and suggestions to make your feedback actionable and impactful.

I knew I had to try a different approach. So, I presented my ideas in a way that focused on the benefits, like saving money and improving quality. Slowly, the leaders started to listen and consider my suggestions. It was a small victory, but it was a start.

Timing cannot be underestimated so consider the time of delivery very carefully! Ensure the timing and the environment are right for the conversation that you will have. My advice is to understand the Senior Leaders schedule and make sure that you get in some pre booked time. Look for time away from big meetings, the aim here is time that will be away from high stress events so they can be more receptive and open!

Timing is important as well as setting. Be sensitive to the other person mood, level of stress and so on and choose the right timing to discuss the feedback. For example, don't discuss a sensitive topic while the leader has only 5 minutes between meetings or is in a hurry to head home. In addition, the setting of the discussion is important. Where are you going to have the discussion? in the office? outside in a cafe? in a restaurant at lunch break? What environment would make the leader more open to listen?

It's useful to adopt a mindful and sensitive approach during the feedback process. Doing so will allow you to observe the leader's reaction every step of the way and fine tune your approach to deliver a mutually beneficial outcome

Seniors love to give opinions and feel important. Tap into this insight. When you are giving feedback, make sure to make it sound like the preliminary part of seeking advice on something important. Give the feedback and request their opinion or advice on the best way to address it. They will love to talk with you!

In addition to framing feedback empathetically, it's crucial that the feedback is also straightforward and clear. While maintaining a positive and constructive tone, provide specific examples of behaviors or outcomes to ensure clarity and actionable insights. This balanced approach allows leaders to understand the feedback clearly without feeling attacked.

Framing feedback effectively is essential for ensuring that it is received positively and acted upon constructively. When framing feedback its important to be specific and descriptive, balance the positive and constructive feedback, take an ownership and provide it in a timely manner. Lastly, it is highly important to provide support and to follow-up on the progress. By framing feedback thoughtfully, we can create a supportive environment where individuals feel valued, empowered, and motivated to grow and succeed.

To really make a difference, I knew I had to build trust with the leaders. I made an effort to get to know them and understand their concerns. Over time, they started to see me as a partner, not just someone trying to rock the boat. We began to work together to find solutions.

Establish a positive relationship with the senior leaders. Show genuine interest in their perspectives and priorities. Building trust can make them more open to receiving feedback. In this way you build a rapport with them and they become more open to discussion and view feedback as constructive so that you may grow and improve together as opposed to it being a critical or destructive process.

Looking back, I realize that giving feedback is not just about sharing your ideas, but also about how you present them. By framing my suggestions in a positive and constructive way, I was able to break down the barriers and get heard. And, by building relationships with the leaders, I was able to make a real impact on our team's success.

In my experience, fostering a two-way dialogue with senior leaders is essential for driving change and enhancing consumer experience. By actively listening and addressing their concerns, we can collaboratively create solutions that not only improve feedback mechanisms but also align with our commitment to sustainability and customer satisfaction. This approach has been instrumental in implementing effective aftersales strategies that resonate with both leadership and consumers in the consumer goods industry.

Two-way dialogue allows for a more open and honest conversation, where the concerns and opinions of both parties are heard and understood. This can help senior leaders gain a better understanding of the challenges faced by their team members and create a more receptive environment for change. Additionally, two-way dialogue can help build trust and foster a sense of collaboration, ultimately leading to more successful change management initiatives. Without it, resistance can remain high and change efforts may fail to gain traction.

Ask for a 1:1 to discuss solutions to whatever the problem is. Anticipate their reservations. Look for the all-win solution. There always is even if someone ‘looses’ in the short term. People just need to see it.

Start by building rapport and trust through open communication and active listening. Understand their concerns and motivations behind the resistance, addressing any misconceptions or fears they may have about receiving feedback. Offer personalized support tailored to their needs and preferences, whether it's providing one-on-one coaching sessions, facilitating peer mentoring opportunities, or offering access to relevant training programs. Focus on the benefits of feedback in fostering personal and professional growth, emphasizing the opportunity for continuous improvement and development.

Supporting senior leaders resistant to feedback is crucial for cultivating an open culture. Providing resources like coaching or training to help them appreciate the value of feedback. Offering mentorship or peer support can guide them in incorporating feedback effectively. Tailoring support to their needs ensures they feel empowered. By offering ongoing support, organisations demonstrate commitment to their leaders' growth and contribute to overall effectiveness.

Establecer las condiciones que propicien la confianza y la seguridad psicológica en el proceso de realimentación para que este sea un espacio de motivacion e inspiracion de crecimiento, desarrollo y apoyo para el desarrollo de capacidades y habilidades. El seguimiento y procesos de acompañamiento en la identificación de habilidades a desarrollar permitirá que la motivación de los colaboradores los lleve al autodesarrollo y acompañamiento en su desarrollo. Trabajar en el desarrollo de procesos en la organización que formalicen e incluyan las herramientas de evaluación que permitan tener la confianza del desarrollo y los procesos de retroalimentación permitirán construir una cultura sólida que sume valor cada proceso de retroalimentación.

No matter who I'm providing feedback to, and if it's in my personal life or at work, I always try to be part of the solution In my opinion, this is the most important aspect of providing feedback where you demonstrate that you're equally committed to their success by offering actionable and specific help to get them where they need to be. Always be part of the solution!

Offer to provide coaching, mentoring, or additional support to help senior leaders address areas of development. Position yourself as a partner in their growth and development rather than as a critic.

All Leaders shall be open to receiving feedbacks. Leadership is a journey of continuous improvement and unless one is receptive of critical feedbacks, one cannot work on self growth areas. Irrespective of designation and hierarchical chain, everyone has areas of development and one shall be thankful to have peers in life who can contribute to giving feedbacks and also help support in journey of self development. Feedbacks are most effective when delivered with a two way door policy and key enablers for efficient conversation include an atmosphere of mutual trust, specific & succinct growth areas, periodic review of progress, active listening, willingness to receive critical inputs and belief in support system for continuous improvement.

Provide timely feedback on progress. Regularly update senior leaders on their progress. Acknowledge positive changes and address any setbacks. Timely feedback reinforces the importance of their efforts.

I have to admit that this is a more than expected common mistake. You invest a lot to share the feedback (I mean in building the relationship) and then you make sure the feedback is understood, but no follow-up. It means, in short, wasted time and energy because without follow-up most likely there will be no change (at least in my experience). Of course, there are exceptions, but you want to make sure that the organisation moves to the agreed direction. Following-up on your agreements is key and will strengthen even more your relation with senior leaders by underlying the importance of the change you want to see and also to praise that someone takes the steps in the direction of your feedback.

"I told you so" NEVER helps either side! Did it actually help? Do you know what good will look like? If yes, then ensure you track this and positively comment when you see the impact. If unsure then you'll likely hit obstacles on the journey. If you can track the improvements, and positively recognises these, you're next round of feedback will be significantly more streamline. Your feedback and follow up needs to ensure its 'making your boat go faster' this should all align with the primary goals of the company, not just an individual

Don't let the conversation end with the feedback session. Follow up to see how they're progressing. This shows that you care about their improvement and are there to support them.

🌊 Confronting resistance from senior leaders is akin to navigating treacherous waters. Employ diplomatic negotiation skills as anchors, gently guiding their perspective towards openness. Utilize persuasive storytelling as sails, illustrating the benefits of feedback with compelling narratives. Foster trust like a lighthouse, casting light on the path towards mutual understanding. Remember, persistence and patience are your compass and map, guiding you through turbulent seas towards smoother sailing. By demonstrating the value and impact of feedback through strategic communication, you can gradually shift their resistance into receptiveness.

Focusing on facts is crucial when providing feedback to senior leaders, as it adds credibility and makes your points more difficult to dismiss. Some of the approaches which can be used and if used consistently will surely result into change are, Data-Driven Analysis Case Studies and Examples Benchmarking to External reference points Root Cause Analysis to the issues being addressed

It's important to approach such situations delicately and constructively. One should consider providing feedback in a respectful and tactful manner to superiors, focusing on specific examples and offering solutions or suggestions for improvement.

Years ago, faced with the challenge of providing feedback to a senior leadership team (LT) that was resistant to hear it, a group of us at the company decided to take a creative and bold approach. We prepared scenarios and staged several short role-plays. Then we asked LT to give us time for a 'presentation' in the next meeting. But instead of the expected slides at the monthly LT meeting, we used role plays carefully crafted to reflect real situations and challenges that we were experiencing. All the role-plays were with a touch of humor. The unexpected format and relatable content caught the leadership team off guard, breaking through the formalities and barriers of providing feedback. The LT's response was very positive!

If I have a senior leader who is resistant to feedback, I see that as being resistant to learning and improving. I cannot and will not tolerate someone who believes they know enough that they don't need to take feedback onboard. It impacts he culture and forces people to rethink the way they learn. In short, it turns learning into a negative competition (they don't need it, neither do I). Hard convo, but there's no space for these people in my business.