This is a very sensitive topic.
Feedback may be the breakfast of champions but how do we serve it without being accused of bullying?
In this episode, I tackle a sensitive yet critical question relating to accusations of bullying:
“There is so much written on psychological safety lately. What have you found that works? I even had a partner say the other day to me, he’d love to give someone some “harsh” feedback (his words not mine) to one of his associate directors but probably won’t as he would be accused of bullying. Now that really worried me. What should I tell him?”
With legislation and workplace expectations shifting, leaders often feel caught between providing essential guidance and avoiding potential backlash.
One way to address this is by using these three key principles for giving feedback that helps people grow without crossing the line.
The goal is always to help others shine, not to avoid the tough conversations.
What’s your approach to balancing psychological safety with honest communication? I’d love to hear your thoughts in the comments below. It’s an important and timely conversation.
If you’d like to explore more on building REAL workplace cultures in your leadership development journey, grab a copy of my book Your Leadership Diamond.
Let’s make feedback kind, real, and useful.
👉 If you found this helpful, share it with others who are passionate about becoming more thoughtful, human-centred leaders.
Until Next time…
Find the passion.
Develop the skills.
Make the numbers.
Make a difference.
Paul Mitchell
“APAC’s most respected transformational leadership performance coach”
Paul Mitchell (@Paul_S_Mitchell) is a speaker, author, transformational leadership coach and founder of the human enterprise. Through leadership coaching, leadership development programmes, keynotes and facilitation, Paul works with organisations to build cultures where everybody leads.
