How to Get the Feedback You Need to Lead at the Next Level
If you want to grow as a leader, you need feedback - meaningful insights on what’s working, what’s not, and where you can stretch. Yet many leaders don’t get the feedback they need. And the higher up you go, the more this becomes true. In fact, research suggests that senior leaders are far less likely to receive candid feedback about their performance.
Sometimes feedback isn’t offered (even at formal performance reviews, I often see senior leaders opting out). Sometimes leaders don’t ask. And sometimes the culture (or the leader) doesn’t make it easy to share honest perspectives.
But here’s the truth: Clear is kind. The more clarity you have about your strengths, blind spots, and leadership impact, the more intentional, and effective, you can be. That’s why seeking out quality feedback is a critical leadership skill, and why the best leaders do it consistently.
If you’re ready to get better feedback (and more of it), here are five ways to start building that practice:
1. Ask for Specific Feedback in 1:1s
Ok, this sounds simple, but honestly, so many people don’t do this, and then are surprised when they receive feedback months later that no longer resonates.
Don’t wait for the annual review… make feedback a regular part of your one-on-ones. If your boss isn’t offering feedback, ask for it. You might ask:
“What’s one thing I could have done differently to make that QBR more effective?”
“Was my messaging in last week’s all-hands clear? What was your takeaway?”
“Is there a way I could better support alignment between our teams?
Being specific lowers the pressure and makes it easier for others to respond constructively. It also models curiosity and signals that feedback matters to you. Even a simple, “I’d genuinely value your thoughts on how I showed up in that meeting,” can open the door to more meaningful dialogue.
It’s also critical to ask for feedback from your direct reports, and to recognize that they may be hesitant to offer it. Many employees are understandably cautious about offering candid feedback “up the chain.” It’s your responsibility as a leader to create the conditions for psychological safety and trust so your team feels safe to be honest with you. One simple tactic from McKinsey is to “interview” at least five of your direct reports. Ask:
“What advice would you offer to help me improve my effectiveness? Please share one or two specific and actionable suggestions. I’d genuinely appreciate your advice.”
When done consistently, this kind of invitation helps normalize open dialogue and can surface invaluable insights to help you lead more effectively.
2. Share First, Then Ask for Advice
One of the most effective ways to invite feedback is to go first.
When you offer your own reflections such as what you think went well and what you’re working on, you create a safe opening for others to respond.
You might say:
“Here’s how I think I handled that stakeholder negotiation. I was clear on priorities, but I may have missed a chance to build stronger buy-in upfront. What’s your perspective?”
“I’ve been working on being more concise in the monthly sales meeting. I think I’ve improved. Is that coming across from your perspective?”
“One area I’m trying to develop is delegating more effectively so I can focus on strategic priorities. What have you noticed?”
Another effective approach is instead of asking for feedback, ask for advice. As Adam Grant suggests, people are often more constructive and actionable when responding to an advice-oriented question. His go-to: “What’s one thing I can do better?” Try it - you might be surprised at the insights you'll receive.
3. Ask Peers for Feedback
At senior levels, some of the most valuable feedback comes from your peers and not just your manager.
Peers and cross-functional partners often see how you collaborate, influence, and lead in ways others may not. Inviting feedback from them sends a powerful message: “I value your perspective.”
You might ask:
“After this launch, I’d love your take… what’s one thing I did that helped, and one thing I could refine next time?”
“In today’s exec team discussion, how did my point land? Any recommendations for being more effective in these conversations?”
“I want to be a stronger thought partner in these cross-functional forums. What’s one thing I could do to improve?”
Asking your peers for feedback can build trust and strengthen relationships.
4. Initiate a 360-Degree Feedback Process
At higher leadership levels, when feedback becomes less frequent and candid, a 360-degree feedback process can be valuable.
We all have reactive leadership tendencies — patterns we fall back on, especially under pressure. But do you know what yours are? And how they might be limiting your leadership impact? And just as important, what are the strengths others see in you that you may overlook or underuse. I can’t tell you how often clients are surprised by the strengths and leadership qualities their colleagues see that they don’t recognize in themselves.
An interview-based 360, with input gathered from a range of perspectives e.g. your manager, your manager’s manager, peers, direct reports, and business partners, can help surface these strengths, tendencies, blind spots, and growth opportunities.
In my client engagements, 360 feedback is consistently one of the most highly rated components. Participants tend to be more candid, and often for the first time, leaders gain invaluable clarity about their leadership impact and effectiveness.
5. Try Feedforward
Developed by world renowned executive coach and author, Marshall Goldsmith, feedforward flips the traditional feedback approach. Instead of focusing on the past or on what didn’t go well, you ask for forward-looking suggestions and ideas that might help you achieve positive change in a specific behavior you want to improve.
This is a simple but powerful exercise you can do as a team or group and it can work especially well at an offsite (assuming there is a foundation of trust and psychological safety). Here’s how to do it:
Choose one behavior you’d like to improve. For example: “I want to be a better listener.”
In one-on-one conversations (moving around the room), briefly describe the behavior you want to change.
In each conversation (aim for 3 rounds), ask for feedforward - two future-focused suggestions that might help you make progress on your chosen behavior.
Listen attentively to each suggestion, and thank the person for their input.
Then switch roles:
Ask the other person what behavior they would like to improve.
Offer feedforward - two thoughtful suggestions to help them move toward their goal.
When thanked, simply reply: “You’re welcome.”
The Bottom Line: Feedback Is a Gift
When you actively seek feedback from multiple directions, you elevate your leadership impact, and model the kind of feedback-rich culture that drives growth. Over time, this helps build stronger relationships, greater trust, and a higher-performing organization.
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About Emma
Emma is a certified Executive and Leadership Development Coach and Facilitator with over 20 years of experience helping leaders navigate complexity and change. The founder of Change at Play and co-founder of the Institute of Positive Leadership, Emma is passionate about unlocking human potential and inspiring transformational growth. Drawing on principles of psychology, neuroscience, and mindfulness, Emma helps leaders deepen awareness and transform their leadership for greater influence and impact.