Você está treinando um cliente executivo. Como você lida com solicitações de feedback sobre seus colegas?

Asking WHY is critical. In general I don't talk about others during such session unless it has a direct bearing on the session.

A well thought out feedback process builds trust and provides valuable information for the client’s development. Understanding the reason is the first step. The client needs to be prepared for positive and negative feedback, and understand that it is about perception, not truth.

When a client asks for feedback on a colleague, I always dig into the why first. It's crucial. I once worked with a CFO seeking input on her marketing director. Initially, I thought it was about improving their relationship. Turns out, she was eyeing him for promotion. Totally different scenario. Now, I always ask: "What's driving this request?" It's amazing what that reveals. Once we nail the motivation, we focus on feedback that matters. Conflict? We look at communication styles. Promotion? We assess leadership potential. Bottom line: Context is key. Get that right, and your feedback becomes a powerful growth tool, not just empty words.

Basic foundation from ICF for coaching is confidentiality. It is important to bring this understanding to our client, as professional coach we can't give any information without any permission from related people. But we can help the client about his / her situation and give another perspective about what he / she can do

We have heard this feedback is the breakfast of champions. so we have to handle feedback requests tactfully, focusing on specific behaviors and offering constructive suggestions all the time . One thing to be cognizant off is to maintain confidentiality and professionalism & by emphasizing the importance of feedback for growth. Crux - By providing honest and helpful feedback we can contribute to our client's success and overall stickiness.

My default approach is always "coaching is about you, not about my opinions on others". As a coach I am always out of the equation. I can help figure out a conversation between my coachee and another person, so that my coachee can gather the information needed but, by default, my opinion does not matter at all

Navigating requests for feedback on colleagues can be tricky. By setting boundaries, we ensure our focus stays on the client's growth. However, let's consider the Spiritual Intelligence aspect: can this boundary also teach us about respecting others' paths? Each person’s journey is unique, and offering unsolicited feedback might disrupt their growth. Encourage your client to reflect on how their actions affect not just their path but also the collective harmony of their team. This perspective fosters a deeper understanding of “Interconnectedness” and mutual respect within an organization.

The ICF emphasizes confidentiality as a fundamental aspect of any coaching conversation. A clear coaching contract must be established, outlining specific parameters and boundaries, and shared with the client before sessions begin. In my coaching practice, I ensure that the focus remains on issues relevant to the client’s personal growth, avoiding matters that don’t pertain directly to them. If feedback on others is requested, my first question is how it relates to the client's own development. The purpose of coaching sessions is to empower the coachee to derive insights for their own growth, rather than to provide the coach's opinions on unrelated topics.

In coaching, maintaining confidentiality is paramount. Discussing feedback on a client's colleagues is unethical as it breaches trust. I always emphasize this from the start, ensuring boundaries are respected throughout the engagement.

Effective contracting is at the heart of this scenario. It is important to establish clear parameters with your client before coaching begins (and their sponsor, if within an organisation) about what is in scope and what is not. Your commitment to ethics and confidentiality should be stated in the coaching agreement, yet this also needs to be verbally reinforced. If you have managed expectations up front, the client should be aware that providing feedback on others is outside the coaching scope and not what was contracted.

As an external executive coach, I would coach the client within the context of their inquiry. My feedback on their colleague is irrelevant; therefore, if the client were looking for my opinion or insights regarding their colleague, I would ask them questions to identify what was at the core of their concerns. We could then discuss strategies and options for moving forward from there.

I try to emphasize the importance of asking for feedback in order to better understand how one is coming across to others and to expand the "blindspots" box of the Johari Window. There are 4 boxes: "open" - things known to myself and others, blindspots, known only by others, "hidden" (known to me) and "unknown". Increasing one's self-awareness is key to being a more effective leader, so asking for feedback serves that purpose. When we ask for feedback, it feels like we're more in control of it and less likely to be taken by surprise. Plus, I want to know what people are thinking about me (and might be saying about me to others ;-) One can ask for specific feedback: "I'm trying to be more concise; could you let me know how I'm doing?"

I've found that teaching clients to fish for feedback is way more powerful than handing it to them on a platter. I once coached a tech CEO who struggled with his team dynamics. Instead of dishing out my take, we worked on his feedback-seeking skills. We practiced asking open-ended questions like, "How could I support you better?" and "What's one thing I could improve?" The results were eye-opening. He got insights I never could've given him. Plus, it totally changed how his team saw him. They appreciated his willingness to learn and grow. Now, when clients ask about colleagues, I help them craft their own feedback strategy. It's not just about getting info - it's about building a culture of open communication and continuous improvement.

Instead of giving direct feedback about the colleagues, guide your client on how they can effectively gather and deliver feedback themselves. Provide them with strategies for constructive communication and conflict resolution.

Reflection on feedback is a vital practice for leaders. It’s not enough to simply receive feedback—we need to pause and truly consider it. This reflection enables leaders to gain deeper insights into their actions, make meaningful adjustments, and foster growth. As a coach, our role is to guide leaders through this reflective process. Help them unpack feedback, identify patterns, and turn insights into actionable steps. By reflecting on feedback, leaders can transform challenges into opportunities for development and build stronger, more effective teams.

Leaders are open to receiving feedback from their peers or others, which creates an opportunity for reflection. Redirect the focus back to the client and their need for clarity. Then, guide them in reflecting on recent interactions that led to seeking feedback about a colleague and discuss how they may want to approach future interactions differently.

As an executive coach, help the client by setting right expectations, clarifying boundaries and encouraging self-reflection. Help the client to move away from evaluating or judging others, talking about others’ personal issues or engaging in negative conversations involving others. Foster a solutions-oriented approach, while maintaining confidentiality and prioritising client's own growth and development.

Yes, I strongly believe that self-reflection is important to understand our own leadership style that influences our colleagues and for our own growth.

Most executives recognize that open dialogue builds rapport and relationships, so when they choose to ask the coach for feedback rather than engage the colleague directly, it can become a topic of conversation. I’ve examined this choice with a client, and the discussion revealed their assumptions about the colleague and that my client's desire for collaboration on a project wasn’t sincere. From there, we worked on what a constructive relationship could look like.

Wenn eine Führungskraft Feedback zu Kolleginnen möchte, ist es wichtig: 1.Zweck klären: Warum wird das Feedback gewünscht? 2. Den Fokus auf die persönliche Entwicklung der Führungskraft legen. 3. Keinen Raum für Klatsch zulassen, Feedback nur zu relevanten Verhaltensweisen geben. 4.Die Führungskraft ermutigen, Feedback direkt anzusprechen.

When coaching an executive client who requests feedback on their colleagues, I guide the conversation toward fostering open dialogue. I encourage them to approach feedback as an opportunity for mutual growth rather than critique. I might say, “Rather than viewing it as feedback, consider it a chance to strengthen your team’s dynamics. How can you create a space where your colleagues feel safe sharing their thoughts with you? Let’s explore strategies to open up those lines of communication, fostering a culture of collaboration and trust within your team.”

Encourage your client to engage in open and honest dialogue with their colleagues. Emphasize the importance of direct communication for building trust and fostering a healthy work environment.

With sensitivity, and professionalism. Often, requests for feedback on colleagues might indicate underlying issues such as trust, communication challenges, or leadership concerns. I would ask my client: “What do you think this situation reveals about the current team dynamics or leadership challenges? How can we address these?” In all my coaching engagement the focus on the client's development goals drives the work. So clarity about what we are hoping to achieve by getting feedback from my client’s colleagues is key: What outcomes is my client aiming for their relationship with them? What patterns have been noticed in their relationship with those colleagues? How can they develop their leadership skills in those situations?

Use the situation as an opportunity for your client’s personal and professional growth. Help them develop leadership skills, such as empathy, active listening, and effective feedback techniques, which can benefit both their relationships and their overall success.

Receiving feedback is crucial for personal and professional growth. It helps leaders identify blind spots and improve effectiveness. For instance, a senior leader I coached initially resisted feedback about their communication style. However, after reflection, he recognized the need for change. By embracing the feedback, they he nutured his team communication, resulting in a more motivated and productive work environment. Feedback isn’t just a critique—it's a valuable tool for growth. Feedback is a trying tool for self awareness and growth fostering a mindset and culture for feedback enables continuous growth for our clients

Acknowledge Their Concerns, Then Redirect: It’s important to acknowledge your client’s concerns before redirecting the conversation. You might say, "I understand that your colleagues’ perspectives are important to you. Let’s consider how we can work together to improve these relationships, focusing on what you can do as a leader.