Emma Coombe

Before we dive in, remember to share any burning questions you want our experts to answer by emailing redefineus at russellreynolds.com. We look forward to hearing from you. And if you enjoy listening to our episodes, leave us a five-star review on Apple or Spotify. So let's dive into the topic.

First up, we'd like to welcome Dee Fitzgerald, Leadership Advisor in Russell Reynolds Associate Sydney office into the conversation. Dee, welcome to the Leadership Lounge. Hello, Emma. Delighted to be here. Thanks for inviting me. So Dee, it's important that leaders enter into feedback conversations prepared. How can leaders frame their feedback to ensure it's delivered effectively?

First up, we'd like to welcome Dee Fitzgerald, Leadership Advisor in Russell Reynolds Associate Sydney office into the conversation. Dee, welcome to the Leadership Lounge. Hello, Emma. Delighted to be here. Thanks for inviting me. So Dee, it's important that leaders enter into feedback conversations prepared. How can leaders frame their feedback to ensure it's delivered effectively?

First up, we'd like to welcome Dee Fitzgerald, Leadership Advisor in Russell Reynolds Associate Sydney office into the conversation. Dee, welcome to the Leadership Lounge. Hello, Emma. Delighted to be here. Thanks for inviting me. So Dee, it's important that leaders enter into feedback conversations prepared. How can leaders frame their feedback to ensure it's delivered effectively?

I think often leaders give feedback focused on the personality trait instead of the specific action because it is less direct. It's easier to deliver. But of course, something focused on a broad personality trait is not specific and it's very hard as an individual to know how to respond to it.

I think often leaders give feedback focused on the personality trait instead of the specific action because it is less direct. It's easier to deliver. But of course, something focused on a broad personality trait is not specific and it's very hard as an individual to know how to respond to it.

I think often leaders give feedback focused on the personality trait instead of the specific action because it is less direct. It's easier to deliver. But of course, something focused on a broad personality trait is not specific and it's very hard as an individual to know how to respond to it.

And it just shows the importance of immediate feedback in the moment when somebody can really understand what they could do differently and why. Actually, it is kinder to give more direct feedback that isn't vague or too subtle, but it's in the moment, it's actionable, it's constructive, and it's helpful.

And it just shows the importance of immediate feedback in the moment when somebody can really understand what they could do differently and why. Actually, it is kinder to give more direct feedback that isn't vague or too subtle, but it's in the moment, it's actionable, it's constructive, and it's helpful.

And it just shows the importance of immediate feedback in the moment when somebody can really understand what they could do differently and why. Actually, it is kinder to give more direct feedback that isn't vague or too subtle, but it's in the moment, it's actionable, it's constructive, and it's helpful.

We now like to welcome David Lang, Leadership Advisor from Russell Reynolds Associates Chicago office into the conversation. David, welcome back to the Leadership Lounge.

We now like to welcome David Lang, Leadership Advisor from Russell Reynolds Associates Chicago office into the conversation. David, welcome back to the Leadership Lounge.

We now like to welcome David Lang, Leadership Advisor from Russell Reynolds Associates Chicago office into the conversation. David, welcome back to the Leadership Lounge.

David, giving feedback isn't easy and it's not always well-received. What would your advice be if the person you're giving feedback to disagrees with you?

David, giving feedback isn't easy and it's not always well-received. What would your advice be if the person you're giving feedback to disagrees with you?

David, giving feedback isn't easy and it's not always well-received. What would your advice be if the person you're giving feedback to disagrees with you?

I think your emphasis on a two-way dialogue here, David, is key. And you see it in children's sports teams, for example, when they're having the talk at halftime, it's very much inviting everybody into the discussion. What do you think we could have done better?

I think your emphasis on a two-way dialogue here, David, is key. And you see it in children's sports teams, for example, when they're having the talk at halftime, it's very much inviting everybody into the discussion. What do you think we could have done better?

I think your emphasis on a two-way dialogue here, David, is key. And you see it in children's sports teams, for example, when they're having the talk at halftime, it's very much inviting everybody into the discussion. What do you think we could have done better?

And the coach is immediately getting that engagement from the whole team because everybody's alert that they might be put on the spot about what they think could be done better and what has gone well. And to be honest, it's not that different as adults in the workplace. It transforms feedback from something judgmental into a genuine conversation about grace and understanding.