For a leader receiving feedback
Make room for what you heard.
Feedback can be uncomfortable without being a verdict. Give yourself time to understand the experience behind it, and decide what deserves a closer look.
You do not have to answer immediately.
Someone may have sent you here after a difficult conversation or a questionnaire. This page cannot tell you what they meant, whether every conclusion is fair or what happened in your team.
Start with a specific moment. What did they experience? What were you trying to do? Both accounts can matter without being identical.
Look for a difference you can examine.
Pushing for excellence can feel like moving the goalposts. Asking for accountability can feel like blame if support is missing. These are possibilities to ask about, not conclusions about your leadership.
- Ask for an example, without asking the person to defend their whole experience.
- Reflect back what you understood before explaining your intention.
- Agree on one change you can try, and a time to ask how it landed.
A guide, a conversation, or some time.
The Leadership Blind Spots guide is a separate reading choice. Wayfinder is a separate coaching choice. Neither is a condition of taking someone’s feedback seriously.
Avoid forwarding another person’s confidential details. You can describe your own actions and questions without identifying them.
Choose what helps.
Explore Leadership Blind Spots →
See the guide’s purpose and its original email-request route.
Explore feedback coaching →
Understand the coaching role before considering an offer.
Supporting the whole team →
Keep organizational responsibilities and individual participation distinct.
Keep the context in view.
Adapted from Dennis’s original for a leader receiving feedback page. The original remains available. Reading here does not send information, enroll anyone, request a guide, book a call or take payment.