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 employee mental wellbeing platform for companies who want to properly care for their people, and help them grow.
By combining proper therapy courses, coaching (the good kind), dedicated support for managers, and mental fitness classes — all led by a curated team of top professionals — Oliva helps employees respond to whatever hurdles life throws at them: big or small, at work and beyond.
