Wie können Sie Führungskräften und Vorstandsmitgliedern effektives Feedback geben?

I've discovered that mindfulness helps you connect with yourself in a way that allows you to build a connection with others even in difficult conversations. By paying attention to what’s happening for you (pit in the stomach, feeling a bit shaky, etc) you honor yourself and the other person. These are important conversations. When we are aware of how we feel, we acknowledge the impact this conversation can have. Ask yourself what outcome you want as a result of this conversation? Say what needs to be said, (find the clearest path). Pause and listen to the response, acknowledge them, and build a plan forward. Does the original outcome make sense? Does it need adapting based on anything you heard? Work together to create next steps.

You are breathing, but in unawareness. If you are aware your breathing experience becomes deep and you experience calm sensations within your body. Likewise, if you practice mindfulness and remain aware of the present moment, stress doesn't build up with daily activity. If you are provided with feedback, you will not react negatively to the feedback. You will be less impulsive and consciously respond to the inner and outer situations. In this way, developing mindfulness will lead you to provide better constructive and open minded, respectful feedbacks for your senior executives or board members.

Mindfulness isn't just meditation; it's about being fully present. In feedback, this means focusing on the moment and the person, not just the problem. For senior execs, this approach is vital. It's about helping them see new perspectives. A mindful feedback session could start with, "I noticed something in our last meeting that I think could be leveraged for greater impact..."

Preparation is key, especially with busy execs. It's not about rehearsing a script, but aligning your thoughts with strategic goals. Think, "How does my feedback align with our collective vision?" This approach shifts the conversation from personal to strategic, making it more impactful and less confrontational.

Hilfreich für die Führungskraft ist es auch, wenn das Feedback auf eine konkrete Situation bezogen wird und keine pauschalen Aussagen getroffen werden.

Communication is an art. With senior leaders, it's about framing feedback within the context of their goals and challenges. Try, "I've observed X, and I believe addressing this could accelerate our progress towards Y." This shows respect for their position and aligns your feedback with their objectives. Show them how to save more, make more, or do less, and they will listen.

Feedback isn't a one-off event; it's a dialogue. A conversation. Follow-up shows commitment to growth and understanding. A simple, "I appreciated our discussion on X; I'd love to hear your thoughts on how it's progressing," shows you're engaged and supportive of their journey. Be curious how your conversation is affecting their work for the better. Consistent contact will allow you to support them when it's needed.

In mindfulness, every moment is a learning opportunity. Sharing a personal story where mindfulness helped you overcome a challenge can be powerful. For instance, "When I faced a similar situation, taking a moment to reflect mindfully led me to a solution I hadn't considered." This invites them to see mindfulness as a practical tool for growth.