Here's how you can avoid the potential pitfalls of not giving or receiving feedback in executive coaching.

One thing I’ve found to help with fear is understanding that it’s actually imaginary troubles. Fear doesn’t become real until you give it life in your mind.

Angst ist ein starker Verhinderer, der durch Psychologische Sicherheit in Schach gehalten werden kann. Diese schafft eine Grundlage, auf der aktives Zuhören und effektives Feedback wirklich gedeihen können. Es schafft eine Kultur des Vertrauens und der Offenheit, die es ermöglicht, ehrliche und konstruktive Gespräche zu führen. Führungskräfte, die diese Sicherheit gewährleisten, fördern eine positive Arbeitsatmosphäre, in der sich Mitarbeiter sicher fühlen, ihre Meinungen zu äußern und sich weiterzuentwickeln.

To create a safe and honest environment in each work team is one of the crucial ingredient to make people to work well and be productive. Can be useful to establish a weekly moment where would be easy to share opinions and any kind of feed back. Not to speak out can bring a lot problems between team members.

Many executives need to work on sharing honest feedback due to a fear of adverse reactions. We must acknowledge this fear and confront it directly. We promote open communication by fostering a safe, confidential environment where people can speak freely without fear of judgment. Remember, even when it's critical, feedback is meant to spur growth and isn't an attack on anyone personally. Let's work together to make giving constructive feedback a regular part of our culture so we can overcome these fears and build towards continuous improvement.

To avoid potential pitfalls of not giving or receiving feedback from executive coaching, consider these three points: 1. Establish a Feedback Culture: Foster an environment where feedback is seen as a positive and essential part of growth. Encourage open, honest, and constructive feedback from both coaches and executives. 2. Regular Feedback Sessions: Schedule consistent feedback sessions to ensure continuous improvement. This helps in addressing issues promptly and maintaining alignment with goals. 3. Actionable and Specific Feedback: Provide clear, specific, and actionable feedback that executives can implement. Vague or general feedback can be unhelpful and counterproductive.

Kind honesty is often more effective than crude honesty in giving feedback. Don't forget that people's values differ. The feedback provider (manager or peer) may value radical honesty over kindness; the feedback receiver (employee or peer) may place more value on kindness. Additionally let's not forget the idiosyncratic dynamics of such conversations; some people are more neurotic by nature and are less likely to respond positively to being criticised directly in an unfiltered manner than others who have a less neurotic personality. If feedback is provided in a crude, unkind manner, it may land on deaf ears in such case.

One thing that is critical is the tone and intent with which feedback is being given. Feedback isn’t about getting personal. Executives need to remove any words that will come across as patronising or sound like personal attacks.

Damit Führungskräfte ehrliches Feedback geben können, ohne zu verletzen oder die Beziehung zum Mitarbeiter zu belasten, gibt es sicherlich einiges zu beachten. Nach meiner Erfahrung besonders hilfreich sind die folgenden Strategien: 1. Das Gespräch konstruktiv und spezifisch gestalten 2. Eine positive Grundhaltung einnehmen und den Fokus auf das Verbesserungspotenzial legen 3. Eine offene und einladende Haltung einnehmen, indem man aktiv zuhört und Fragen stellt 4. Empathie und Verständnis zeigen 5. Gemeinsam Lösungen entwickeln 6. Vereinbarungen als Lernchance, also unterstützend, gestalten (statt als Kontrolle) Wenn Führungskräfte auf diese Weise ehrliches Feedback gegeben wird, dann stärkt dies die Beziehung zu ihren Mitarbeitern.

Honesty in feedback is essential for meaningful executive coaching. We hinder our growth when we avoid tough conversations or soften the truth. To truly benefit from this process, let’s foster a culture where transparent and candid feedback is valued and anticipated. By being upfront about our goals and areas where we wish to improve, we create an environment ripe for relevant and constructive insights. Keep in mind that honesty not only drives genuine progress but also strengthens the bond of trust between you and your coach.

A coaching session in which the client feels heard and the Coach immerses himself/herself in focused listening without any distractions, judgment, or biases is Coaching well done. A session that allows the client to freely explore without the coach directing the client to a predefined direction or solution by giving feedback reinforces the belief that the client is fully capable of finding ways to reach his /her goal and the role of the coach is only to facilitate the journey.

Active listening helps someone feel heard and calms their emotional "temperature". When delivering feedback, if the receiver is getting defensive, upset or seems to be shutting down, the leader needs to "switch gears" from delivering feedback to active listening. Active listen the upsetness, help the receiver calm down and then circle back to the original feedback. This can be a very powerful and effective approach.

Ich glaube, es war Stephen R. Covey, der dies so treffend auf den Punkt gebracht hat: "Die meisten Menschen hören nicht zu, um zu verstehen, sondern um zu antworten." Damit Feedback funktionieren kann sollten sowohl Feedbacknehmer als auch Feedbackempfänger eine Haltung des aktiven Zuhörens einnehmen. Nach meiner Erfahrung im Coaching von zahlreichen Führungskräften sind folgende 3 Aspekte hierfür hilfreich: 1. Vollständige Aufmerksamkeit zeigen (also Handy beiseite legen, Laptop zuklappen, Augenkontakt halten, etc.) 2. Aktives Nachfragen und Paraphrasieren, um besseres Verständnis zu ermöglichen 3. Emotionale Resonanz und Empathie zeigen (also Hineinversetzen in die Lage des Gesprächspartners und voreilige Bewertungen vermeiden.)

Active listening is truly transformative when it comes to receiving and interpreting feedback. You can create a more meaningful connection by dedicating your full attention, understanding deeply, responding thoughtfully, and remembering what's been said. Rather than thinking about your response while someone else is talking, genuinely focus on their words, tone of voice, and body language. This approach shows genuine respect and ensures that you grasp the feedback completely. Doing so empowers you to make more well-informed decisions about your actions.

Ones perception about giving & receiving feedback matters. How often do you give feedback without being asked? How often did you receive feedback from your peers, supervisors & managers? Feedback timing is impotent. Feedback can be both formal and informal. Never underestimate the power of informal , in the moment , coaching type, feedback. Formal feedback can be a past action or behaviour. It can also be feed forward for corrective , expected, future desirable performance and behaviours. Encourage self reflection. Critique constructively the actions and not the person. It should never be like pointing out mistakes. It should be like a conversation.The idea should be reinforcing the desirable qualities and correcting the undesirable ones.

A constructive approach to feedback is vital for growth. Balance strengths with areas for improvement. Be specific: focus on behaviour, not personality, and offer actionable suggestions. For instance, instead of saying "Your reports are always late and poorly written," say "I appreciate the detailed analysis in your reports. To improve, try managing your time more effectively to meet deadlines and consider a more concise writing style for clarity." This approach acknowledges strengths, provides a clear path forward, and fosters a culture of openness and mutual respect. Ask clarifying questions when receiving feedback to understand and act on it better.

Feedback must be meaningful and supportive, not merely a rundown of whatwhat'se wrong. A constructive approach involves recognizing strengths alongside pinpointing areas that need improvement. When sharing feedback, make sure you're specific—focus on actions rather than personal traits—and offer straightforward suggestions for overcoming any challenges identified. On the flip side, when you are receiving end, do not don’t hesitate to ask clarifying questions and seek examples. This way, you understand the context better and know exactly how to grow.

Regular check-ins also build trust and openness between the coach and executive. This trust enables deeper, more candid conversations that can uncover underlying issues and lead to more meaningful progress. Additionally, these sessions offer a consistent space for celebrating successes, which can boost morale and motivation. In a fast-paced environment, having a dedicated time for reflection and strategy realignment is invaluable for sustained growth and performance.

Consistency is essential in avoiding the dangers associated with preventing feedback. By scheduling regular check-ins with your coach, you can weave input into the very fabric of your executive growth journey. These sessions are invaluable; they’re a chance to reflect on past insights, address new challenges, and tweak strategies as needed. Establishing these regular feedback loops helps sustain momentum and ensures that you and your coach stay committed and accountable throughout the coaching process.

Führungskräfte brauchen auch Feedback zu ihrem Feedbackverhalten. Da sie nicht davon ausgehen können, dass dies durch ihre Mitarbeiter geschieht, ist es sinnvoll, im Rahmen von regelmäßigen Check-Ins mit einem Coach gemeinsam zu reflektieren, was gut läuft und wo es noch Verbesserungspotenzial gibt. Mögliche Reflexionsfragen sind: War das Feedback klar und verständlich? War es konstruktiv? Wurde es mit Empathie und Respekt gegeben? Hat die Führungskraft aktiv zugehört und den Rahmen für einen Dialog geschaffen? Wie oft und wann wurde Feedback gegeben? Hat das Feedback zur Entwicklung der Mitarbeiter beigetragen? Konnte der Feedbackempfänger das Feedback nachvollziehen? Wurde Unterstützung angeboten?

Following through on feedback is essential for genuine improvement. For example, if feedback indicates you need to improve team engagement, start by setting specific actions such as holding weekly team meetings, creating an open-door policy, and actively seeking team input on decisions. Establish a timeline to implement these steps and set milestones to track progress. Regularly review these steps with your coach to ensure accountability and adjust the plan as needed. This proactive approach not only addresses the feedback but also demonstrates a commitment to continuous improvement and effective leadership.

To avoid the potential pitfalls of not giving or receiving feedback in executive coaching, here are the top 3 strategies I recommend: a) Embrace Feedback: One of the key pitfalls of not giving feedback is the missed opportunity for growth and development. b) Regular, Brief Check-ins: Another pitfall is the lack of ongoing communication, which can lead to misalignment with organizational goals and a feeling of being undervalued. c) Create a Safe Environment for Open Dialogue: A common pitfall is the fear of alienation when giving or receiving feedback. By focusing on these strategies, executives can effectively navigate the challenges of giving & receiving feedback, ensuring their coaching efforts are both productive and well-received.

Building the feedback and designing the Leader and Coach alignment about it right into the executive coaching engagement sets up the agreement and the expectations from the start. I include the Quantum 360 Closed-loop, Interview-based feedback process in all my engagements to ensure we are also including the voice of the system in both the growth and system support of the leader during the engagement and beyond it.

Aquellos líderes que les cuesta recibir retroalimentación, se caracterizan por: -Una baja autoconsciencia y autocrítica. Escuchan solo lo que quieren -Te ponen de presente la jerarquía, te recuerdan: “aquí el que manda soy yo”. -Muestran que hay dos formas de ver las cosas: la de ellos y la equivocada. -Inspiran temor, la gente no es sincera, le ocultan información y solo le hacen caso. -Difícilmente generan conexión con las personas, y cuando lo hacen ellas sienten que no es genuino. -Crean un clima de tensión, desmotivación y desconfianza, carente de ideas innovadoras. -Su humildad es escasa y los colaboradores, los siguen por conveniencia, no por convicción. -La gente los evita; discutir con ellos es imposible, siempre tienen la razón.

Le savoir-être du coach est manifesté par une posture particulière, composée d'une qualité d'être et de compétences relationnelles qui conditionnent l'interaction. Son action est fondée sur une conception forte de l'homme, en tant que sujet en croissance, en devenir, responsable de ses choix et détenteur d'une expertise sur lui-même et d'un potentiel à développer. Il ne s'agit pas d'une vision angélique (qui, alors, serait inopérante), car, loin de fournir une approbation inconditionnelle à son action, elle place le coaché devant sa responsabilité de devenir ce qu'il peut être avec le soutien mobilisateur et facilitateur renvoyées par le coach en miroir.