connecteddale

Strategy Coach = Clarity + Alignment

Executive Feedback

Executive Feedback gathers structured input from the people around a senior leader, board, reports, peers, clients, and synthesises it into themes, so the leader hears a pattern rather than one person's opinion or nothing at all.

Stages run in a chain, opening with question design and closing where the surfaced themes turn into next steps.

1 Design questions 2 Interview stakeholders 3 Synthesise themes 4 Debrief the executive 5 Build development plan
From designing the questions through to a development plan built on the themes.

Reach for this when…

How to run it

  1. Design interview questions specific to the executive's role and context.
  2. Interview five to ten stakeholders: board, direct reports, peers, clients.
  3. Synthesise the interviews into themes, not a list of quotes.
  4. Present the findings directly to the executive in a debrief session.
  5. Build a development plan from the themes that came up most often.

A worked example

Situation. Oksana Kovalenko was clinical director at Zdorovya Med, a private hospital group in Lviv, Ukraine, and the board wanted a clear picture of her before renewing her contract.

Applied. Eight interviews across surgeons, nurses and board members surfaced one theme nobody had said aloud in a meeting: she made decisions fast but never explained the reasoning, so people executed without buy-in.

Result. The debrief landed hard but clean, because it was eight people's independent language, not one person's grudge. Her development plan targeted exactly that: explain before you decide.

1 Design questions 2 Interview stakeholders 3 Synthesise themes 4 Debrief the executive 5 Build development plan
Sundar Health: eight interviews surfaced one theme nobody had said in a meeting.

The catch

Interviews of five to ten people can surface one loud voice dressed up as a theme if the interviewer doesn't cross-check. Confidentiality has to be airtight or people soften what they say, and once it's broken, no future round gets honest input again. The debrief moment is genuinely risky; delivered badly it reads as an ambush, not a gift.

If you can trace a quote back to a person, so can the executive, and the next round gets nothing but praise.

Origin: Dale Williams / Various