How to Get Constructive Feedback in Meetings

Dear son, Remember when you texted me after your big product pitch? "Mom, I nailed that presentation but no one said ANYTHING afterward. The VP just thanked me and moved on to the next agenda item. What did I do wrong?" First, take a deep breath. This happens to everyone—even seasoned executives with decades of experience. But I need to be brutally honest with you: silence isn't respect or agreement. It's resistance, fear, apathy or confusion. Why They're Really Silent🤫 1️⃣They completely disagree but don't want to embarrass you (or themselves) with a public confrontation 2️⃣They don't understand what you're asking them to do or approve 3️⃣They don't care enough about your proposal to engage with it The mistake most professionals make is interpreting silence as contemplation or agreement. They walk away thinking, "Well, no objections!" only to discover weeks later their proposal died a quiet death. The 3-Step Recovery Plan💪 1️⃣Break the Silence Yourself Don't just stand there awkwardly or retreat to your seat. Instead, say: "I notice we're a bit quiet. I'd value some initial reactions to help me understand if I'm addressing our most pressing priorities." This gives them permission to speak honestly without forcing confrontation. 2️⃣Ask a Specific Question Don't ask, "Any questions?" that's easy to decline. Instead, ask a question that reveals concerns while giving you control: "Which part of this proposal do you feel needs the most refinement before moving forward?" This question assumes they're on board with the general direction (even if they're not) but gives them an opening to voice concerns constructively. 3️⃣Schedule Individual Follow-ups Say: "I know everyone needs time to process. I'd like to schedule 15 minutes with each of you over the next few days to gather your thoughts once you've had time to consider this approach." Then—this is crucial—immediately send those calendar invites. Most objections surface in these one-on-ones that would never come up in the group setting. This is where you'll discover the real roadblocks. What I've Learned the Hard Way✨ The worst thing you can do after silence is nothing. The second worst is sending a cheerful follow-up email saying, "As discussed in the meeting, we'll proceed with..." Nothing was "discussed." That's the problem. When I was younger, I once gave what I thought was a brilliant presentation about a new training program. The room was silent afterward. I took it as approval and spent three months developing materials before discovering the executive team never intended to fund it. They just didn't want to crush my enthusiasm at that moment. That taught me that silence is not golden—it's a warning. Remember This Always👈 Your presentation isn't over when the last slide appears. The most successful leaders understand that this is where decisions actually get made. I'm so proud of how you're navigating these complex workplace dynamics.    Love you always, Mom

“Winging it” in performance reviews or employee check-in meetings will get you nowhere. I learned this lesson the hard way. In the early stages of Executive Presence, I would hold open-ended, monthly check-ins with each team member, thinking I was being flexible and giving them space to bring up anything they wanted to discuss. I wanted their constructive feedback on the company as much I wanted to offer my own on their performance. But over time, I realized these 1:1 review sessions were not as productive as I thought. People didn’t always know how to use that time effectively. That’s when I worked with my executive coach, Victoria (Tory) Wobber, CPCC, and she gave me a simple but powerful piece of advice: “Give more structure to the conversation in advance.” Instead of a free-for-all, I started framing the discussion with clear, intentional questions - ones that gave my team a chance to reflect before our meeting. These are the questions I started using: 1️⃣ How are you doing outside of work? Anything new? 2️⃣ How are we supporting our clients? Any suggestions for improvement? 3️⃣ How are we functioning as a team? Any feedback or ideas? 4️⃣ Anything else you’d like to discuss? This approach shifted the dynamic. People were able to come to the table with thoughtful responses, and the conversation became more meaningful. I could use my time better, and my team members felt more prepared and empowered to engage. If you're looking for additional tips on making your performance reviews or other 1:1 meetings more meaningful, check out a recent Forbes article combining advice from 20 Forbes Business Council members (see if you can spot me 👋): https://lnkd.in/gyCnHQeX Structured, intentional questions turn scattered check-ins into powerful conversations. Give your team the time and direction to prepare, reflect, and engage deeply.

Ever notice how some leaders seem to have a sixth sense for meeting dynamics while others plow through their agenda oblivious to glazed eyes, side conversations, or everyone needing several "bio breaks" over the course of an hour? Research tells us executives consider 67% of virtual meetings failures, and a staggering 92% of employees admit to multitasking during meetings. After facilitating hundreds of in-person, virtual, and hybrid sessions, I've developed my "6 E's Framework" to transform the abstract concept of "reading the room" into concrete skills anyone can master. (This is exactly what I teach leaders and teams who want to dramatically improve their meeting and presentation effectiveness.) Here's what to look for and what to do: 1. Eye Contact: Notice where people are looking (or not looking). Are they making eye contact with you or staring at their devices? Position yourself strategically, be inclusive with your gaze, and respectfully acknowledge what you observe: "I notice several people checking watches, so I'll pick up the pace." 2. Energy: Feel the vibe - is it friendly, tense, distracted? Conduct quick energy check-ins ("On a scale of 1-10, what's your energy right now?"), pivot to more engaging topics when needed, and don't hesitate to amplify your own energy through voice modulation and expressive gestures. 3. Expectations: Regularly check if you're delivering what people expected. Start with clear objectives, check in throughout ("Am I addressing what you hoped we'd cover?"), and make progress visible by acknowledging completed agenda items. 4. Extraneous Activities: What are people doing besides paying attention? Get curious about side conversations without defensiveness: "I see some of you discussing something - I'd love to address those thoughts." Break up presentations with interactive elements like polls or small group discussions. 5. Explicit Feedback: Listen when someone directly tells you "we're confused" or "this is exactly what we needed." Remember, one vocal participant often represents others' unspoken feelings. Thank people for honest feedback and actively solicit input from quieter participants. 6. Engagement: Monitor who's participating and how. Create varied opportunities for people to engage with you, the content, and each other. Proactively invite (but don't force) participation from those less likely to speak up. I've shared my complete framework in the article in the comments below. In my coaching and workshops with executives and teams worldwide, I've seen these skills transform even the most dysfunctional meeting cultures -- and I'd be thrilled to help your company's speakers and meeting leaders, too. What meeting dynamics challenge do you find most difficult to navigate? I'd love to hear your experiences in the comments! #presentationskills #virualmeetings #engagement

What separates the good and the great? Feedback. Stanford Business School found that honest, constructive feedback was a secret weapon for successful employees. And it really is. None of us are perfect when we start a new job. I had no idea what I was doing when I started at Goldman, or when I became a founder or a creator. But I got lots of feedback and figured it out. Many of us struggle to ask for feedback or receive generic, unhelpful responses. I’ve been there. Here is what I’ve found works: How to effectively ask for feedback: 1/ Be Specific ↳ Ask targeted questions. Instead of “How am I doing?” ask “Can you provide feedback on my last presentation?” 2/ Choose the Right Time ↳ Give them time to think. Say, “I want feedback on this. Can we schedule a time?” 3/ Signal you want to Constructive Feedback ↳ Be clear: “I want to know what I can improve!” People are scared of upsetting you, so just tell them you can take it. 4/ Show you are listening ↳ Pay attention, take notes, and ask clarifying questions. Fight the urge to explain your actions. If you get generic feedback, here is how I would focus the conversation: 1/ Ask Specific Questions ↳ Frame questions to get detailed responses. “What aspects of my project management could improve?” 2/ Request Examples ↳ Ask for specific examples. “Can you give me an example of when I handled a task well or poorly?” 3/ Follow Up ↳ If feedback is vague, ask for more details. “Can you elaborate on what you mean by ‘good’ performance?” 4/ Encourage Honesty ↳ Reassure them that constructive criticism is valuable and appreciated. Now you’ve got the feedback, turn it into action: 1/ Create an Action Plan ↳ Outline steps to address the feedback. 2/ Clarify ↳ Ask for more details if something is unclear. 3/ Set Goals ↳ Develop short-term and long-term goals based on the feedback. 4/ Follow Up ↳ Regularly check in on your progress with the feedback giver. It shows you care. Remember, feedback is the medicine that will help you become a top performer. P.S. What is your top tip to get good feedback? —- ♻️ Repost this to help your network become top performers. 📌 Want a high-resolution PDF of this? 1. Just follow me Will McTighe 2. Sign up for my free Level Up Community at lnkd.in/gKzZUq-b

The way you structure feedback can inspire change or defensiveness. This is my favorite recipe for feedback––and it's not the compliment sandwich. 🥪 Everyone talks about the importance of delivering feedback as soon as you see it. However, most managers get tongue-tied, even when they notice a pattern. Why? It's hard to bring up something in the right way, ESPECIALLY if it'll upset someone you care about and work with. It can feel easier to not bring it up at all. That's why this 4-step feedback format is a game-changer. Whether big or small, having a script keeps feedback clear and kind. Here's how it works: 🍽 Start with some table setting. It's helpful to know if your teammate is ready to receive feedback. You can say, "Are you in the head space to hear some feedback right now?" or "I have some thoughts on ways we can improve this process, are you open to hearing it?" 👀 Step 1: Action Noticed. Clearly state the action or behavior that you noticed. This could be a one-time behavior or a pattern. Calling this out can focus the conversation. For example, "I noticed that you've been coming to our team retros late." 📆 Step 2: Specific Situation. The best feedback is specific. Offering situations where this happened can ground the conversation beyond opinions. For example, "I’ve had to ping you for the last three retro meetings, usually after 10-15 min." ❤️🩹 Step 3: Impact of Behavior. This part explains the "why" behind you bringing this up. It helps show the impact of this behavior on processes or the rest of the team. "Our team really values your opinion and so we often delay our discussion for when you arrive." ⏯️ Step 4: Ask to Continue or Change Behavior. Finally, this request suggests next steps to take based on this feedback. You can also pose it as a question if you'd like to co-create a solution. For example, "What normally gets in the way for you? Would it be helpful to move this retro?" This format works great for praise and for constructive feedback. It's also a great habit that helps managers notice feedback they're sitting on or haven't actioned yet. Once a week, challenge yourself to format a piece of feedback! How do you format your feedback or praise? Let me know in the comments! #feedback #leadership #management #peopleops #hr #peopleexperience

What Your Executive Isn’t Telling You (and How to Find Out Anyway) 🔊 Administrative professionals, let me let you in on a little secret: your executive isn’t telling you everything. Not because they don’t value you, but because they might not know how to articulate it. Or worse—they’re too busy or don’t realize what you need to succeed. So, what happens instead? You get vague feedback like, “You’re doing great,” or “Keep up the good work,” but no specifics. Meanwhile, you’re over here wondering, What do they actually need? Where am I falling short? Why isn’t this partnership clicking the way I know it can? If you want real feedback and a stronger connection, you need to take the lead. Yes, it’s but it’s also necessary to build the kind of partnership you deserve. Here’s how you can stop guessing and start building the partnership you want: 💡 Get Comfortable with the Uncomfortable. Asking for honest feedback can feel awkward. But if you’re waiting for your executive to just offer it, you might be waiting forever. Schedule a check-in and ask questions that get to the heart of the matter. Instead of: “Am I doing okay?” Try: “What’s one thing I could do differently to make your day easier?” 🎯 Be Specific in Your Ask. Vague questions lead to vague answers. If you want actionable feedback, get laser focused. For example: “I’ve been working on streamlining the meeting prep process. Is there anything else I could do to make it more efficient for you?” 🤝 Address the Disconnect Head-On. If you’re struggling to connect with your executive, don’t dance around it. Be forthright—kind, but direct. Try this: “I want to make sure we’re aligned on how I’m supporting you. Are there any adjustments you think we should make to how we’re working together?” 👂 Listen and Implement. Feedback means nothing if you don’t act on it. Once they share their thoughts, take notes, confirm your understanding, and follow through. Show them you’re serious about improving the partnership. 📢 Don’t Forget to Share Your Needs. A strong partnership is a two-way street. While you’re gathering feedback, let them know what you need to succeed. Whether it’s more clarity on priorities or better communication, speak up. For example: “To help me prioritize more effectively, it would be helpful to know which of your goals are most critical this quarter.” Your executive may not always tell you what they’re thinking, but you have the power to ask, clarify, and strengthen the partnership. Be bold, be specific, and don’t be afraid to have those honest conversations because it’s the foundation of a great working relationship. What’s one question you can ask this week to take your partnership to the next level? If you're a pro at this, what suggestions can you add to the list? #evolvedassistant #administrativeassistant #executivesupport #administrativeprofessional #executiveassistant

From rising through the ranks in investment banking to coaching future leaders, I know feedback is the secret to success. In my 25+ years, I’ve seen how timely, well-asked feedback can unlock promotions, raises and career growth —don’t wait to ask. 1 - Ask for feedback in a timely manner - as soon after the event (eg presentation, meeting, research paper, sales pitch, etc.) as possible. ⭐ Avoid waiting too long to ask, as memories can fade over time. ⭐ Choose a time when the person can focus on your request - scheduling 1x1 time, go for a coffee, etc. - strive for an environment with few distractions. ⭐ Give the person a heads-up that you’ll be asking for their feedback, so they have time to prepare. 2 - Ask someone who you TRUST and will be honest and forthcoming ⭐ Be careful not to be tempted to ask people who you know will provide positive feedback. (Personally, I like to ask a pessimist/glass is half empty personality). 3 - Be CLEAR and SPECIFIC on what you want feedback on ⭐ EXAMPLE - Don't say "How Am I Doing?". Be more specific and say "Can you provide feedback on how I at the sales pitch with Client ABC" 4 - Ask for EXAMPLES ⭐ EXAMPLE - "When you say I sounded nervous during the pitch, what specifically did you observe? Was it my body language, the way I spoke, the pace of my speaking, etc.?" 5 - Be OPEN and receptive to the feedback and do not get defensive ⭐ If you are defensive, you can discourage the person giving you honest feedback (or any feedback at all) ⭐ Realize that PERCEPTION IS REALITY. If the person provided feedback that you do not agree with, realize it is their reality (and likely others as well). 6 - Put an ACTION PLAN in place to address the feedback. ⭐ Ask the person providing feedback for their views on steps you can take to improve. Be grateful and thank the person who provided you feedback and ask them if you can follow up with them in a few weeks time to see if they have seen improvement. I also like to encourage them to share TIMELY feedback with me whenever they notice something. P.S. Want help with your development needs ⭐⭐ I can help. DM me now or email me at craigbroder@emergingedgellp.com. ♻️♻️♻️PLEASE REPOST AND SHARE WITH YOUR NETWORK ♻️ ♻️♻️

Have you ever sat in a meeting wondering, "Why am I here?" or "Is this the most effective use of our time?" Now, the real question: Have you ever spoken up about it? At SCAN, we’re exploring a new Way of Working called *Courageous Challenge*, which encourages us to speak up—constructively. As a third-generation New Jerseyan, I’ve never needed much encouragement in that department. Speaking my mind comes naturally, but I’ve learned over time that how you speak up matters as much as what you say. When it’s done right, speaking up from a place of care isn’t jarring—it’s /transformative/. Staying silent, biting my tongue, only preserves the status quo. On the other hand, poorly-delivered criticism feels like an excuse to be a jerk. So, how can you drive change without alienating your colleagues? Here’s what’s worked for me: - Tone is everything. Deliver criticism or feedback with steady energy and optimism. You’re working toward a better outcome and your delivery needs to reflect that. - Don’t just raise problems; do your homework! Reference articles, case studies, or examples to show your feedback is grounded. Saying, “I read about a company that started no-meeting Wednesdays…” or “Inbox Bankruptcy has worked wonders for others…” shows you’re advocating for solutions, not just venting. - Use storytelling. Instead of saying, “This isn’t working,” try, “I’ve seen this play out before, and here’s what we changed.” For example, I once shared how my prior engineering team managed projects - it sparked interest rather than defensiveness. That encouraged others to open up with their feedback, and we built a better process with our suggestions combined! - Humor can be a secret weapon. A little lightheartedness can take the sting out of feedback, but it is very dependent on your audience. Test the waters first on this one. If you’re looking for a framework to practice this type of constructive feedback, I highly recommend this primer: https://lnkd.in/gnVKrdwJ This is where #RadicalCandor meets everyday #WorkplaceCulture. Have you spoken up recently? How did it land?