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Sit down with them 15minutes, don't talk about work. Do this over and over again. Till they become comfortable with you to share tough feedback.
There's always hesitancy to share real feedback because everyone says they want it, but in reality the person giving the feedback to leadership is putting themselves out there a bit. No one wants to cross the line of being too candid. So you have to take the feedback you get and act on it to demonstrate you really do want it. The more you do that, the more you build trust that it's ok to share feedback. Also asking lots of questions to truly understand the feedback. Like "what's the real challenge you're facing?" "What else is going on?" And then briefing it back to them by saying, "to be clear what you're saying is.... Did I get that right?"and allowing them to clarify so that they know you hear them and really understand their POV. Oh, and building personal relationships as TPM1 said.
It’s easy to break trust and harder to build trust with your team. The suggestions both TPM1 and DoO1 make are great. I would also add, model positive response to feedback by giving yourself feedback with your team there and taking positive action on it. Something like “I noticed the team talking about our weekly team calls being too long and not focused enough, so I will publish an agenda before each call and set a timer for myself for each call to help me stay on point and respect everyone’s time”. And then actually do it.