Giving feedback upwards
A founder is too involved in day-to-day tasks: how do you ask them to step back?
A founder is too involved in day-to-day tasks: how do you ask them to step back?
Jelena Voss
2:14
Ginni Lisk
2:42
A senior leader made a big announcement to the company—but it’s gone down badly: how do you tell them?
Jelena Voss
2:38
Ginni Lisk
4:24
You give feedback to a senior leader—but they’re not hearing it: what should you do next?
Ginni Lisk
2:55
Jelena Voss
1:42
You think a founder or CEO is struggling with their own mental wellbeing: how do you tell them?
Ginni Lisk
3:21
Jelena Voss
1:52
How do you protect your own mental health when working closely with the leadership team?
Ginni Lisk
3:10
You have serious concerns about a new member of the leadership team: how do you bring this to the CEO?
Jelena Voss
1:48
More Topics
Hard-to-hear feedback
The harder it is to hear, the harder it is to give. But feedback doesn’t need to be a negative experience—for them or you.
Hard-to-hear feedback
The harder it is to hear, the harder it is to give. But feedback doesn’t need to be a negative experience—for them or you.
Not a perk. A must.
Oliva is the UK & Europe's #1 rated employee mental wellbeing benefit. We help companies respond to the pivotal moments that impact mental wellbeing at work and beyond—driving employee retention and exceptional effort.
We do this by:
- Empowering individuals to take control of their mental wellbeing
- Developing manager emotional intelligence
- Helping HR teams create org-wide psychological safety
