Feedback is about a conveying information, and getting the desired changes in behaviours. Each message, be it feedback, has sending and receiving side - and we need to ensure that message is received well and not altered by receiver's perceptions, especially if it is a senior team member. In order to convey the message, I find those two steps useful: 1. Understand the culture and tendencies of receiving feedback in the culture - The Culture Map, Erin Meyer is a great starting point - not to stereotype about different countries, but to find various types of feedback. 2. Ask your team members how do they prefer the feedback - and follow. Practical tip: Almost no one said they like to get direct negative feedback in public setting!

Keep it balanced — start with appreciation, then ease into constructive points. Use data and examples, not opinions. Frame it as collaboration: "I noticed X; what do you think?" instead of "You should fix X." Align with goals: "This tweak could enhance Y." Respect their experience — seek their perspective. If it’s a sensitive topic, use the "SBI Model" (Situation-Behavior-Impact) for clarity. Timing matters — avoid high-stress moments. Lastly, show intent: "I value your expertise and want to improve together." Feedback lands best when it's a dialogue, not a monologue.

Frame feedback as collaboration, highlighting shared goals. Be respectful, focus on specific behaviors, and pair critiques with positives. Invite their input to foster a two-way dialogue.

Navigating feedback with senior team members requires respect and strategy. I focus on clear, objective examples and ensure discussions happen in a private, calm setting. Framing feedback as a shared goal rather than criticism fosters collaboration. I also balance areas for improvement with recognition of their strengths, reinforcing mutual respect. Active listening and open dialogue help create a space where feedback is constructive and well-received.

When providing feedback, remember you're guiding, not firing a team member. This means the best is yet to come, not already past. View feedback as feedforward: focus on the future, not the past. You can't change what has happened, but you can influence what's ahead. If something went wrong, acknowledge it, but also find the positive in the "wrong" result. Express gratitude and highlight common ground, showing the good aspects. Then, point out how your team member can improve. Identify this in the gap between the "wrong" result and an ideal one. Avoid pushing too hard. Consider whether it's the team member's mistake or a result of insufficient supervision and coaching. Start with self-reflection.