In our executive coaching program, when a CEO or company president entrusts us to work with one of their executives, I always start by understanding the goals and aspirations they have for the executive in the coaching journey ahead. We use a template to specifically identify the executive’s strengths, weaknesses, and what success looks like at various milestones throughout the coaching process.
During these early discussions, I often ask whether they’ve communicated these specifics and goals to the executive. Many say yes and cite the executive’s last performance review—which sometimes was a year or so ago. That tells me that even high-performing executives receive scant regular feedback—never mind focused coaching—on how to improve or address weaknesses that could hinder their upward trajectory within the organization.
Providing reliable and meaningful feedback is at the core of what I do as an executive coach. I aim to give my clients specific, actionable insights to enhance their leadership skills, and they appreciate that. They usually leave our sessions with ideas and tactics they can quickly put to work to get better at what they do.
But before I could coach this, I had to learn it.
In my early days as a manager, tasked with leading a team of fledgling salespeople, I faced a steep learning curve. My team had minimal sales experience, and I, too, was navigating uncharted territory as a manager without prior experience in leading sales teams. It was the blind leading the blind.
Inevitably, there were challenges along the way. I vividly recall the difficult decision to part ways with a struggling salesperson—it was an experience that profoundly impacted my approach to leadership. I vowed then and there never to repeat the mistake of blindsiding an employee with termination without prior constructive feedback.
That was the beginning of my commitment to fostering a culture of authenticity, open communication, and ongoing feedback.
Until then, I struggled with providing effective feedback. Avoiding conflict, I often resorted to vague or indirect hints, particularly when addressing underperformance. Looking back, I realize that my reluctance to engage in difficult conversations only exacerbated the issue.
Fast forward to now. Through practice, introspection, and mentorship, I understand and embrace the importance of candid, yet compassionate, feedback. I’ve learned that when someone’s performance falls short, the right thing to do is offer them constructive feedback tailored to their growth along with clearly defined goals and expectations.
This “kind candor” approach is outlined in Gary Vaynerchuk’s insightful and influential book Twelve and a Half: Leveraging the Emotional Ingredients Necessary for Business Success. This book underscores the importance of delivering feedback with empathy and respect—and without compromising on clarity or honesty. (It made such an impact on me that I included it in “Corsini’s 2024 Top Summer Reading” list.)
Effective feedback is the cornerstone of professional growth and organizational success—for anyone at any level. We must, as company leaders and executive coaches, equip people with the tools and insights they need to thrive in today’s dynamic business landscape. By fostering a culture of open authenticity, constructive dialogue, and continuous learning, we can empower executives to reach their full potential and drive meaningful change within their organizations.
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