"Even the best can get better" - I couldn’t agree more! From my experience working with high-performing executives, I see that they thrive on precise feedback that challenges them to grow while respecting their achievements. When giving feedback, I focus on these principles: 1️⃣ Align with Goals: Feedback tied to their vision and aspirations is more impactful. It’s not about changing them; it’s about refining their path to their own goals. 2️⃣ Be Evidence-Based: Concrete examples resonate far more than abstract advice. 3️⃣ Encourage Collaboration: A two-way conversation turns feedback into a shared journey rather than a critique. Feedback isn’t just a tool, it’s an art.

High-performing executive clients are not easy cookies. They need to be treated with sharp tactics, including ways to provide constructive feedback. Evidence, numbers, patterns are what would matter here. To encourage receptivity, I cover many things at norm-setting stage, which includes their openness to identification of their blindspots for moving forward. At this stage, they also get freedom to disagree with my feedback. The latter norm minimises their need to resist. Once this norm-setting and trust-building stage has been accomplished, I can seek their 'own' assessment of blindspots before I present mine. I would usually limit feedback to specific, mission-critical elements, and verbalize in future tense, when-next-time frame.

As a coach, I only provide feedback that I witness first-hand. If anyone else has feedback for that exec, I encourage them to give it directly. Otherwise, this threatens the entire coaching relationship. One of a coach's main jobs is to help the exec interpret and explore feedback - through questions and observations, free from judgment. Wherever the feedback comes from, it can hurt - so a big part of my job is to help the exec reframe the feedback not as hurtful or feel-good, but as helpful or unhelpful. The goals for the coaching engagement should come from the exec, and any feedback from me should further those goals. Also, establishing and maintaining a trusting relationship is crucial for any successful coaching engagement.

When I’m giving feedback to a high-performing executive, I start by showing genuine appreciation for their achievements—these folks thrive on knowing that their hard work is seen. Then, I pivot to the constructive part by framing it as an opportunity for even greater impact. I’ll say something like, “You’re already hitting home runs—here’s a small tweak to turn those homers into grand slams.” This keeps the conversation positive and future-focused, instead of dwelling on what went wrong. Finally, I check in: “Does this resonate with your vision?” That way, they feel ownership over the improvement. “Even top players need a fresh angle to stay ahead of the game.”

When giving feedback to a high-performing executive, I’d start by highlighting their strengths and acknowledging the incredible work they’ve done. This sets a positive tone and shows respect for their efforts. Then, I’d share specific and actionable feedback, tying it to their goals and showing how it can help them go from great to even better. I’d keep the conversation collaborative, asking for their thoughts and ideas on how they can grow in those areas. By focusing on their potential and connecting the feedback to their ambitions, I’d make sure the conversation feels supportive and empowering, not critical.