Emma Coombe

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.

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.

And David, while leaders are more familiar giving feedback to their teams, it can be harder to provide feedback upwards. What's the best way to structure feedback conversations with those who are more senior?

And David, while leaders are more familiar giving feedback to their teams, it can be harder to provide feedback upwards. What's the best way to structure feedback conversations with those who are more senior?

And David, while leaders are more familiar giving feedback to their teams, it can be harder to provide feedback upwards. What's the best way to structure feedback conversations with those who are more senior?

I love how you've highlighted the psychological safety piece there, David. We've spoken before on this podcast about just how important it is for leaders to feel secure enough to speak up. And a leader who has encouraged their employees to speak up and has created a safe space for them to do so is General Motors CEO Mary Barra.

I love how you've highlighted the psychological safety piece there, David. We've spoken before on this podcast about just how important it is for leaders to feel secure enough to speak up. And a leader who has encouraged their employees to speak up and has created a safe space for them to do so is General Motors CEO Mary Barra.

I love how you've highlighted the psychological safety piece there, David. We've spoken before on this podcast about just how important it is for leaders to feel secure enough to speak up. And a leader who has encouraged their employees to speak up and has created a safe space for them to do so is General Motors CEO Mary Barra.

When she was appointed 10 years ago, she created a Speak Up for Safety program targeted specifically to encourage upward feedback from employees and leaders alike about safety concerns at the firm. And conversely, when this kind of culture doesn't exist, we so often see it leading to massive value destruction.

When she was appointed 10 years ago, she created a Speak Up for Safety program targeted specifically to encourage upward feedback from employees and leaders alike about safety concerns at the firm. And conversely, when this kind of culture doesn't exist, we so often see it leading to massive value destruction.

When she was appointed 10 years ago, she created a Speak Up for Safety program targeted specifically to encourage upward feedback from employees and leaders alike about safety concerns at the firm. And conversely, when this kind of culture doesn't exist, we so often see it leading to massive value destruction.

For example, shock profit warnings because news hasn't traveled, proper feedback hasn't been able to go up through an organization. So the cost of getting this wrong is massive. I'd now like to pivot the conversation a little. In this episode so far, the focus has been on how you can become more effective at giving feedback, whether that's to those reporting to you or upwards.

For example, shock profit warnings because news hasn't traveled, proper feedback hasn't been able to go up through an organization. So the cost of getting this wrong is massive. I'd now like to pivot the conversation a little. In this episode so far, the focus has been on how you can become more effective at giving feedback, whether that's to those reporting to you or upwards.

For example, shock profit warnings because news hasn't traveled, proper feedback hasn't been able to go up through an organization. So the cost of getting this wrong is massive. I'd now like to pivot the conversation a little. In this episode so far, the focus has been on how you can become more effective at giving feedback, whether that's to those reporting to you or upwards.

But I'd like to flip it and delve a little deeper into how you can become better at receiving feedback to enhance your own development. In his book, The New CEO, authored by my RRA colleague, Ty Wiggins, PepsiCo CEO, Ramon Laguata, shared that when you're the CEO, people carefully position everything they tell you. David, can you speak on this a little more?

But I'd like to flip it and delve a little deeper into how you can become better at receiving feedback to enhance your own development. In his book, The New CEO, authored by my RRA colleague, Ty Wiggins, PepsiCo CEO, Ramon Laguata, shared that when you're the CEO, people carefully position everything they tell you. David, can you speak on this a little more?

But I'd like to flip it and delve a little deeper into how you can become better at receiving feedback to enhance your own development. In his book, The New CEO, authored by my RRA colleague, Ty Wiggins, PepsiCo CEO, Ramon Laguata, shared that when you're the CEO, people carefully position everything they tell you. David, can you speak on this a little more?

You're absolutely right, David. It's incredibly difficult to hear the truth as a CEO, but it makes a huge difference, in my opinion, if a CEO is actually physically present. So if it's a multi-site business going out to the different locations, connecting with people on the ground.

You're absolutely right, David. It's incredibly difficult to hear the truth as a CEO, but it makes a huge difference, in my opinion, if a CEO is actually physically present. So if it's a multi-site business going out to the different locations, connecting with people on the ground.

You're absolutely right, David. It's incredibly difficult to hear the truth as a CEO, but it makes a huge difference, in my opinion, if a CEO is actually physically present. So if it's a multi-site business going out to the different locations, connecting with people on the ground.