Communication and Feedback

What is said is not always what is heard

Most leaders give feedback. Yet it often fails to get through: too cautiously phrased to change anything, or too direct to be heard. Many issues are not addressed at all – out of concern that raising them might damage the relationship. But they do not disappear. They resurface later, bigger than before.

The essentials of this training

When this topic becomes relevant:

Criticism is hinted at rather than expressed openly and therefore changes nothing. Praise remains general and consequently feels arbitrary. Regular one-to-one conversations are treated as a box-ticking exercise. Or there is someone on the team with whom a necessary conversation has been put off for months.

What we work on:

Separating observation from judgement – the foundation of any useful feedback. Expressing concerns clearly, without causing hurt or glossing things over. Giving feedback in a way that makes change possible – rather than merely creating an awkward silence. And receiving feedback, even when it is uncomfortable.

How it works:

As a one- or two-day training for groups of six to twelve participants. Participants bring the conversations they actually have ahead of them and practise using these real situations. We work with simulated conversations and direct feedback from the group, in an environment where participants can try things out without risk.

What changes:

Leaders who give feedback with confidence address issues earlier – while they are still small. For the company, this means less unspoken dissatisfaction, clearer expectations and employees who know where they stand.

Does this fit your situation?

Let’s talk. In a no-obligation initial conversation, we will clarify what your situation is really about – and whether training is the right format.