What is the most difficult feedback you have ever had to give?
As an HR Head, one of the most challenging pieces of feedback I’ve had to deliver involved
addressing a senior team member’s consistently disruptive behavior during meetings. This individual
had a significant influence within the company, and their actions were affecting team morale and
productivity.
How did you prepare for delivering this feedback?
Preparation was key. I gathered specific examples of the disruptive behavior and its impact on the
team. I consulted with other senior leaders to ensure my observations were aligned with the broader
organizational perspective. Additionally, I rehearsed the conversation, focusing on being direct yet
empathetic.
What strategies did you use to ensure it was received constructively?
- Private Setting: I chose a private setting to ensure confidentiality and minimize
defensiveness. “ Appreciate in a group but feedback always in private”. - Specificity and Impact: I provided clear, specific examples and explained how the behavior
was impacting the team and the organization. - Empathy and Support: I expressed empathy and offered support to help them improve,
including resources like coaching or training. - Consulting Approach: I adopted consulting approach instead of blaming.
- Follow-Up: I scheduled follow-up meetings to review progress and provide ongoing support.
Feedback to Managers: Leading Up the Chain
Share a story about a time when you had to give difficult feedback to your manager.
Early in my career, I had to inform my manager, the CEO, about the widespread dissatisfaction with
their communication style. The CEO’s abrupt manner was causing stress and confusion among
employees, leading to decreased morale and productivity.
How did you approach the situation, and what was the outcome? - Timing and Setting: I chose a time when the CEO was less likely to be stressed and
ensured we had a private, uninterrupted setting. There is a saying, most complicated
discussions should be on lunch table. - Data and Examples: I backed up my feedback with data from employee surveys and specific
instances that illustrated the problem. - Focus on Solutions: I framed my feedback in terms of potential solutions and benefits for
the organization. I suggested communication training and regular feedback sessions. - Outcome: Initially, the CEO was defensive, but over time, they appreciated the feedback and
implemented changes that significantly improved employee morale.
What did you learn from this experience?
I learned the importance of courage and tact when providing upward feedback. It reinforced the value
of presenting feedback with a focus on solutions and organizational benefits.
Life-Changing Feedback: A Turning Point
Reflect on a moment when you received feedback that had a profound impact on your life or
career.
One piece of feedback that profoundly impacted my career came from a mentor who told me, “You
need to trust your team more and delegate effectively.”
Who gave you this feedback, and how did it change your perspective or actions?
This feedback came from a mentor during a particularly stressful period when I was trying to manage
too many tasks personally. Their advice made me realize that my lack of trust in my team was
hindering both their growth and my effectiveness as a leader.
How did it change your perspective or actions? - Delegation: I began to delegate more responsibilities, which empowered my team and
allowed me to focus on strategic initiatives. - Trust Building: I invested in building stronger relationships with my team, fostering a culture
of trust and collaboration. - Personal Growth: This shift not only improved team performance but also reduced my stress
levels and enhanced my leadership skills.
Conclusion
Giving and receiving feedback is an essential yet challenging aspect of leadership. By preparing
carefully, approaching conversations with empathy, and focusing on constructive outcomes, feedback
can drive significant personal and organizational growth. Whether delivering difficult news to a team
member or providing upward feedback to a manager, the ability to navigate these conversations
effectively is a crucial skill for any leader. And sometimes, the feedback we receive can be a catalyst
for profound change, guiding us towards becoming better leaders and individuals.
Always remember words of Peter Drucker: during feedback, “The most important thing in
communication is hearing what isn’t said.”
