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?
5 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
- Lucas Tucker: Great question. When a manager gets defensive, it helps to be extra empathetic—acknowledge their perspective first before sharing yours. Use "I" statements to keep it less accusatory, like "I’ve noticed..." or "I feel that..." Also, time it right—maybe bring it up after a less stressful moment. If defensiveness continues, focus even more on business impact and solutions rather than personal critiques. Over time, consistent respectful feedback can build trust.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.Think of upward feedback like watering a plant from below—the roots get stronger, and the whole plant grows healthier. When you give feedback to your manager, you're helping them improve in ways that might not be obvious from their view.
A simple way to start is by sharing what’s working well before mentioning areas for improvement. For example, you could say, “I appreciate how you support the team’s deadlines; one thing that could help me be more efficient is clearer priorities during our meetings.” If this feels tricky, try practicing your points with a trusted colleague first. Next time, consider how timing affects when your manager is most open to hearing feedback—it can make all the difference.- Henry Davis: Clear analogy and practical example; good approach for framing upward feedback constructively. Could improve by linking to cultural fit during candidate screening.
- L. J.: Thanks, Henry! Great point about tying it to cultural fit—I'll incorporate that to strengthen the candidate screening perspective.
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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