De flesta organisationer pratar om feedback som något som går nedåt från manager till medarbetare. Men en av de viktigaste återkopplingarna går åt andra hållet.
Saying something difficult to your manager — something that feels important but that you know may be received negatively — is one of the more demanding conversations in working life. It is also one of the most valuable.
Why it is difficult
Maktobalansen är verklig. Din chef påverkar din lön, dina möjligheter och din vardag. Det är rationellt att vara försiktig. Men en organisation där feedback bara går åt ett håll är en organisation där ledaren fattar beslut på ett ofullständigt underlag.
That costs everyone — not just the person who stays silent.
When and how
Timing matters. Give feedback when the situation is specific and when something can actually be done about it — not in retrospect as a criticism without a subject.
Frame it as observation, not accusation. ‘In yesterday’s meeting I noticed that...’ is easier to receive than ‘you always...’
Connect it to a result you care about. Feedback given in self-interest sounds different from feedback given because you want something to go better.
When it still feels impossible
If the climate is such that giving feedback upward is not possible without expecting negative consequences — that itself is a symptom of a larger problem. The question is then no longer how to frame the feedback. It is a question of what you choose to do with that knowledge.
I min erfarenhet är förmågan att ge och ta emot ärlig feedback åt båda håll en av de bästa indikatorerna på en sund organisationskultur.
If you have thoughts, questions, or simply want to talk something through — feel free to get in touch. I am happy to have an initial conversation with no agenda.
Right person. Right place. Everything changes.