4 ways to use difficult feedback 💬

I’ve been sitting on some news for a few weeks now, and I’m excited to finally share it with you: I’ve officially joined the Fast Company Executive Board!

As part of the board, I’ll be contributing articles on careers, leadership, and mental health in the workplace to Fast Company. It’s an honor to write for them alongside my Forbes and Entrepreneur columns, and I can’t wait to share my first piece with you.

The piece tackles a challenge I see regularly in my coaching work: the higher you climb, the less honest feedback you receive.

This lack of feedback at the executive level is rarely intentional, though. It’s that as you rise in the ranks, fewer people feel comfortable telling you the truth about how you’re showing up, which means the leaders who most need candid input are often the last to get it.

And, when difficult feedback finally does arrive, the way you handle it can make or break your growth (and your reputation).

In the article, I share 4 ways to make use of difficult feedback, drawn from real coaching conversations with tech and media leaders. One of them might even surprise you: sometimes the most powerful move is deciding not to act on feedback at all.

​👉🏼 Read my first Fast Company article now.​

Wishing you a fabulous week!

~ Kyle | CaffeinatedKyle.com​

P.S. In the article, I also share a story about a leader who received feedback that was factually wrong, yet it ended up being some of the most useful input he ever got. Read it to see why.​