Feedback is a daily staple of my work as an executive coach. I am often giving direct feedback to the leaders I work with, sharing 360-degree feedback from the leader’s colleagues, and then helping them process and reflect on the feedback they receive.
One piece of feedback that the executives I coach receive over and over again from their direct reports is: “She doesn’t give enough helpful feedback.”
When I ask these direct reports about the impact this has on them, I find that, in the absence of understanding why they’re getting so little feedback, they often make up their own explanations.
