It often happens that employees have difficulty giving constructive feedback upwards, i.e. to a hierarchically superior executive, e.g. to the department manager or the team leader of the team. The difficulty can be due to various reasons. Either because the employee does not know how to have a constructive communication with the hierarchically superior executive or because he\/she believes that it is only the manager's job to give feedback, or because the supervisor does not wish to receive feedback, perhaps he\/she has not realized that something is wrong with the project or the collaboration, perhaps he\/she has not foreseen some time for it, or he\/she had not thought about it, etc.<\/p>\n\n\n\n
I am sharing some basic principles of upward feedback.<\/p>\n\n\n\n
#1 Case<\/strong><\/p>\n\n\n\n \u00ab"Zove I have a problem with the manager"<\/em> and I don't know how to talk to him. I'm trying from the outside - from the outside to give him the message but it's no use. The work is not progressing as it should...".<\/em> This is how the individual coaching session with Aristides began.<\/p>\n\n\n\n \u00ab"Aristides, have you asked your boss if it would help if you gave him feedback on specific points in the project?"\u00bb<\/em><\/p>\n\n\n\n \u00ab"The truth is, no. He should come and ask me."\u00bb<\/em><\/p>\n\n\n\n \u00ab"Yes! In an ideal work environment, it is the manager's responsibility to create the right conditions for safe feedback. But when that doesn't happen, really, how will it help your collaboration if you ask me?"\u00bb<\/em><\/p>\n\n\n\n #1 Before giving constructive feedback to a superior, it is important to find out whether the person is receptive and willing to listen to you. If you are not sure that the person wants to receive feedback from you or if the subject of the feedback is sensitive, it is almost always better not to speak up.<\/strong><\/p>\n\n\n\n