๐๐ก๐ ๐ฌ๐๐๐ซ๐ข๐๐ฌ๐ญ ๐๐๐๐๐๐๐๐ค ๐ ๐๐ฏ๐๐ซ ๐ ๐๐ฏ๐...

๐๐ก๐ ๐ฌ๐๐๐ซ๐ข๐๐ฌ๐ญ ๐๐๐๐๐๐๐๐ค ๐ ๐๐ฏ๐๐ซ ๐ ๐๐ฏ๐...
๐๐ก๐ ๐ฌ๐๐๐ซ๐ข๐๐ฌ๐ญ ๐๐๐๐๐๐๐๐ค ๐ ๐๐ฏ๐๐ซ ๐ ๐๐ฏ๐...
I once coached a senior business leader after one of his live presentations.
His intent was always good, I learned that he cared deeply about his employees. But when the audience asked tough questions, he often came across as defensive and negative.
Giving him feedback terrified me. He was very senior, I didn't know him so well at the time and I worried about the impression it might leave or the risk to my career.
I shared what I observed, we walked through examples, and we tried putting ourselves in the audienceโs shoes. He kept a poker face while I spoke, but he listened. And then, he started to explore alternative ways of responding.
What surprised me most came later: after future interventions, he would actually seek me out, asking, โWhat did you think this time?โ
๐ก๐๐ก๐ ๐ฅ๐๐ฌ๐ฌ๐จ๐ง: even the most senior leaders need a mirror. And while itโs uncomfortable, coaching upward can build unexpected trust.
๐ When have you had to give feedback that seemed scary to you?
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