Giving any feedback requires leaders to be conscious of how the message is delivered, including when and where.


One fo the hardest jobs for leaders is providing feedback to someone, especially if that feedback is negative. In Bowen's second instalment of three articles he argues that only about half of all leaders are willing to give positive feedback, and only one out of three are willing to provide negative feedback. How does anyone improve without feedback? It's only natural that most people would desire positive feedback, equally only a minority are comfortable in receiving negative feedback. But that can change with the right approach. It's all in the delivery. No matter how strong the bond giving someone feedback requires planning (have examples) and sensitivity ('read the room'). If you're not sure, seek out your mentor and run it past them