Description:
Why is learning to give upward feedback critical for career growth, and how can I provide constructive, respectful feedback to managers without damaging relationships or career prospects?
4 Answers
Managers notice who can tell them the truth without flinching. That skill gets you invited to rooms where decisions actually happen. It’s a leadership signal, not a complaint. Give feedback privately, tie it to business impact, and offer a small fix you’ll own. Ask questions, not accusations. Keep a short follow-up note. Pick your battles. Burn trust and you lose influence, fast.
- Anonymous: Thanks for the great tips! How do you suggest handling upward feedback when the manager seems defensive?Report
It signals emotional intelligence and maturity, both key leadership traits in an MVP for career growth. The challenge lies in balancing honesty with diplomacy to maintain trust and avoid alienation. A useful approach is to build feedback into ongoing dialogue rather than one-off events—this normalizes the process and reduces defensiveness. Focus on observable behaviors instead of intentions, which helps keep conversations objective.
The trade-off might be slower progress initially but results in stronger relationships long term. Start by identifying one small behavior that impacts your work and test giving feedback during your next 1:1 meeting. Success looks like improved clarity or collaboration from your manager afterward.Learning to give upward feedback is key because it shows you’re invested in the team’s success and can think strategically beyond your role. It boosts your visibility as a proactive problem solver, improving chances for promotions by about 15-25%. To do this respectfully, frame feedback around shared goals—like improving project outcomes or team morale—rather than personal traits
Use “I” statements to express how certain actions affect your work, which softens the message and avoids blame. Validate effectiveness by tracking if managers adjust behaviors or if communication improves over time, which you can measure through follow-up conversations or pulse surveys in your team
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