Sie müssen sich mit der Leistung eines leitenden Managers befassen. Wie können Sie Feedback geben, ohne Konflikte zu entfachen?

Someone at senior manager role always have all the right skills for the job. If we as their manager found issue on certain area of performance whether it is related to project performance or people management area. We should always be very careful, ideally you made an environment where all people are open to share their opinions and sometimes it's not the correct one. The trust and interpersonal work relation is very important where senior colleague can easily accept your constructive feedback without giving any personality comments or personal attack instead of that we should remain focus on the SMART goal area where someone is lagging at senior level. The expectations at senior levels are always very high from business at MNCs

When sharing constructive feedback, regardless of whom you're addressing, being timely, specific, & objective are all critical elements. Getting 1:1 time as soon as possible is important; waiting weeks to share feedback leads to details becoming fuzzy or blurred by other events. Specifically sharing what you observed and the impact it had brings meaning to the feedback. Painting the picture of why you're bringing an item to someone's attention and inviting change addresses 'why there's a need to change'. Remaining objective minimizes emotion - when you focus on a situation, people are less likely to feel 'attacked' when receiving feedback. Debriefing on a situation is a great approach that leads to reviewing individual performance.

Prepare Your Feedback - Focus on Specific Behaviors, Not Personal Traits: Frame your feedback around specific actions or behaviors rather than personal attributes. For example, instead of saying, "You are too disorganized," you might say, "I noticed that some of the project deadlines were missed due to delays in communication. Could we discuss ways to improve the communication process?" Use Data and Examples: Support your feedback with specific examples or data that illustrate the issue.

To address a senior manager's performance constructively, start by acknowledging their contributions and strengths. Use specific examples to highlight areas for improvement while framing the feedback positively. Focus on how changes can benefit the team and align with broader goals. Maintain a collaborative tone and offer support for development. Encourage an open dialogue to understand their perspective and work together on solutions.

Addressing senior-level performance requires a strategy that builds long-term relationships, promotes improvement, and balances empathy with professionalism. Reanalyse the Organizational Culture: Choose an approach—open or hierarchical—that aligns with organizational goals. Optimal Timing: Schedule an appropriate time, avoid peak or high-pressure periods. Begin with the BEST*: Balance feedback by acknowledging their achievements and successes. Be Specific & Data-Driven: Offer concrete examples and actionable feedback. Sound Diplomatic & Solution-Oriented: Leverage rapport to propose effective implementation strategies. Maintain Confidentiality & Be Receptive: Be open to their perspective while focusing on long-term relationships.