Feedback Up and Across

Feedback Up and Across

Learn when and when not to give feedback to your colleagues and superiors, and how to realize the best possible outcome, for both you and the recipient, when you do.


I. Example

Picture this. You’re attending your supervisor’s presentation to a client audience. For ninety minutes, you suffer through his poor organization, monotone delivery, and distractingly wordy slides. No amount of coffee can keep you engaged.

Soon, you watch as the audience peels away one by one, muttering apologies that something has come up back at the office. When the presentation mercifully ends, very few people remain in the room.

Afterwards, your supervisor drops by your desk,...