How To Give Feedback to Your Leadership Team
Navigating the Challenge of Speaking Up and Driving Impact
Giving feedback to your peers or direct reports or peers is one thing, but giving feedback up the chain—to your boss or the executive team—is a whole different challenge. It’s intimidating. It feels risky. And if done poorly, it can backfire. But if done well, it can strengthen relationships, improve decision-making, and create a culture of openness at the highest levels of an organization.
So how do you provide constructive feedback to your leadership team without overstepping, alienating yourself, or damaging your career? Let’s break it down, The B:Side Way.
Why Leaders Need Feedback (Even If They Don’t Ask for It)
Great leaders actively seek feedback. But let’s be honest—many don’t. As people move up the chain, they often receive less honest input from their teams. They get filtered information, nodding heads, and sugar-coated updates. That’s a problem, and it’s something I deal with all the time. No leader makes the best decisions without knowing what’s really happening on the ground.
If your leadership team doesn’t explicitly ask for feedback, that doesn’t mean they don’t need it. It means they aren’t getting it. And that puts both them and the organization at risk.
The Right Mindset: Feedback as a Contribution, Not a Complaint
Before you give feedback to your boss or senior leadership, check your mindset. If you’re going in to complain, vent, or prove a point, stop. That’s not feedback—that’s griping.
Effective upward feedback isn’t about what you want. It’s about what’s best for the company. Frame your feedback as a contribution, not a criticism. You’re not pointing fingers—you’re offering insight that can help the organization succeed.
Step 1: Read the Room
Timing and context matter. If your boss just walked out of a high-stress meeting, that’s not the moment to drop your unsolicited critique. Look for an opening where they’re receptive—after a strategy session, in a one-on-one, or when they directly ask for input.
If your company has a formal feedback structure (e.g., surveys, town halls, or skip-level meetings), use those opportunities. If it doesn’t, you’ll need to be more strategic about when and how you deliver your message.
Step 2: Ask for Permission
Giving unsolicited feedback to a superior is risky. But asking if they’d like feedback makes it more likely they’ll actually hear it.
Try something like:
“I have a perspective on that decision that might be helpful. Would you be open to hearing it?”
“Would you like some feedback on how that meeting came across to the team?”
This approach makes them feel in control, rather than blindsided. If they say yes, they’re more likely to listen. If they say no, you’ve avoided wasting your breath.
Step 3: Focus on Business Impact
Your boss doesn’t want to hear, “I don’t like how you run meetings.” But they might listen to, “I think we could make meetings more efficient by cutting down on status updates and jumping straight into problem-solving.”
Tie your feedback to tangible outcomes. Leaders care about results. They don’t care about personal preferences. Make it clear how your input benefits the business.
For example:
Instead of: “Your communication style is confusing.”
Try: “I’ve noticed some people leaving meetings unsure of the next steps. Could we clarify action items before wrapping up?”
Step 4: Be Specific, Not Emotional
Leaders operate at a high level. If your feedback is vague or emotionally charged, they’ll tune it out. Specific, factual feedback stands a better chance of getting through.
Instead of saying, “You don’t listen to employees,” say, “In the last town hall, there were great employee questions, but we didn’t have time to address them. Maybe we could extend the Q&A section next time?”
This keeps it about solutions, not personal critiques.
Step 5: Offer a Solution (or Ask a Question)
If all you do is point out problems, you’re not being helpful—you’re being a burden. Always pair feedback with a potential solution or a thoughtful question.
Example:
“I’ve noticed our team struggles with last-minute requests. Could we set clearer deadlines upfront to avoid fire drills?”
“The new policy has created some confusion. Would it be helpful to do a follow-up session for clarification?”
Leaders appreciate people who don’t just highlight problems but help solve them.
Step 6: Make It About Us, Not You
Upward feedback is more effective when it’s framed around collective success, not personal grievances. Avoid phrases like:
“I think…”
“In my opinion…”
Instead, use:
“The team has been struggling with…”
“I’ve heard from multiple people that…”
“One way we might improve this is…”
This keeps the conversation professional and focused on the bigger picture.
Step 7: Accept That Not All Feedback Will Be Acted On
Here’s a tough reality: You might give great feedback, and your leadership team might do… nothing. That’s frustrating, but it doesn’t mean you wasted your time. Leaders juggle multiple priorities, and not every suggestion gets implemented. The key is to make your feedback constructive, professional, and well-timed. Even if it’s not acted on immediately, it plants a seed.
If you consistently offer insightful feedback, you’ll build credibility. Over time, leaders will come to you for input, knowing you provide thoughtful, solutions-oriented perspectives.
Final Thoughts: The Best Leaders Welcome Feedback
The best leaders don’t just tolerate feedback—they seek it out. But even great leaders have blind spots. If you see something that could help your organization, don’t be afraid to speak up. Just do it the right way: with respect, timing, and a focus on impact.
Giving feedback up the chain isn’t easy. But when done well, it strengthens your leadership, builds trust, and makes your company better. And that’s a win for everyone.