This month, we’re sharing tips about “managing up” and giving feedback to your superiors.
It surprised me to see how many questions about giving boss feedback we got when we asked all of you for one of your biggest feedback challenges. Here are three of the questions, and the answers we provided in our eBook, The Feedback Formula.
How do you give constructive feedback that will work to the person above you in the organization?
One way to set the stage for this is to use the to one ratio of positive feedback to helpful feedback. So by starting with complementing the boss when the boss deserves complementing is a great strategy. Again it must be totally sincere and not manipulative. The reality is bosses many times do good work, and rarely are complemented by their subordinates. When the boss feels that your feedback is trustworthy, he or she will be more open to a suggestion every here and there.
That being said, very few people will give feedback to their boss, even when the bosses decision or action is dead wrong. If there’s something on his or her plate that could be a negative outcome for your organization, don’t hold back. Just remember to be very respectful and specific.
How do you respond to your boss when asked to give honest feedback on her performance delivering a speech when she is someone who does not take criticism of any kind well?
Arrggh. Another tough one. First, challenge yourself assumption that she doesn’t take criticism of any kind well. Sometimes we fear that, and it may not be true. Regardless, if she has asked, and you have noticed something that could be useful to her in the future, frame it in a very positive light. “One thing you might consider, to make your message even more powerful is XXX.” Remember, specifics are better than generalities. Another strategy is to ask her if there were any areas she felt she struggled with. And at that point you can agree or disagree. Remember the 2 to 1 ratio – it works.
How do I get my boss to NOT micromanage me and my job? How do I give him feedback when he never asks for it?
Even dicier. It sounds like this question is the tip of an iceberg, but I will take a stab at it. This situation requires a conversation, rather than the application of our discussion formula. When you can couch the objective of the conversation into a higher place, such as wanting to make sure that the company meets its objectives, you can open the door to assure your boss that you have control of the items that are being micromanaged. If you can sell it to him in a way that is useful to him, such as saving him time, you might be able to gain his attention. Many times, in situations like these, time heals. And he will learn that he can trust you.
Let us know if you have any thoughts about these answers, or please share more questions about this topic!
In the meantime, check out our Feedback Formula package – we are getting GREAT reviews!
