Why aren't CEOs masters at giving feedback?
Why aren't CEOs masters at giving feedback?
Too many CEOs struggle to give their direct reports feedback for several reasons, often tied to mindset, priorities, and leadership habits.
Here are the key barriers I hear from CEOs:
Assumption of Self-Sufficiency
"I've hired experienced executives—they don’t need or want feedback; they prefer to figure it out themselves."
Reality: Even the best leaders need feedback to refine their impact and align with the CEO’s vision.
Frustration
"I've hired an A-player. She should know how to do her job and lead."
Reality: New hires, even A-players, need feedback as they build relationships and learn the nuances of how the team makes decisions and communicates.
Fear of Damaging the Relationship
"I worry that giving critical feedback will strain our relationship."
Reality: Avoiding feedback erodes trust more than delivering it candidly and constructively.
Lack of Time or Competing Priorities
"I'm stretched thin, and my priorities are board relations, investors, and market strategy."
Reality: Not making time for feedback leads to misalignment, performance gaps, and cultural drift.
Discomfort with Tough Conversations
"I struggle with directness, criticism, and conflict."
Reality: Avoiding tough conversations can lead to lingering issues and resentment. Feedback done well does not have to result in conflict and the person feeling criticized.
The ‘No News is Good News’ Mindset
"Things are going well; she doesn't need feedback."
Reality: Silence can be misinterpreted as a lack of interest or disengagement.
Prioritizing Results Over Development
"I focus on what my direct reports deliver."
Reality: Without development-oriented feedback, leaders plateau, and company performance suffers long-term.
Lack of a Feedback Culture
"Our culture values working relationships and teamwork over feedback."
Reality: Relationships remain superficial, and teamwork is suboptimal without a healthy feedback loop.
Misunderstanding Their Role
"I see my roles primarily as the visionary, strategist, and decision-maker, not the talent developer. That's why I have HR."
Reality: A CEO's critical role includes building a high-performing leadership team that requires feedback.
Waiting for Reviews
"We are so focused and busy; our one-to-ones are decision-making and execution-focused. I leave feedback to annual review conversations."
Reality: The most effective feedback is timely, relevant, based on observable facts, and specific.
When CEOs commit to giving feedback, they create a strategic advantage, ensuring their direct reports have clarity, alignment, and opportunities for growth.
Are you giving timely, constructive, actionable, and growth-oriented feedback?
If not, what's stopping you?