Management & Feedback
Upward Feedback Conversation
An upward feedback conversation is a meeting where a manager asks a team member how their management is experienced: what helps, what gets in the way and what could change. It is hard to do well because of the power gap between the two people. These questions make it easier for the employee to be honest and for the manager to receive the feedback with openness.
17 questions
When to use this template
- Once or twice a year, as a planned practice, so that feedback going up becomes as normal as feedback going down.
- When you start in a new management role and want to learn quickly how your team experiences your style.
- After a difficult period, a reorganisation or a conflict, to check how your management was perceived.
Questions to ask
Setting the frame
- 01I would like to learn how I can be a better manager for you. What would be useful for me to hear?
- 02What would make it easier for you to be completely honest with me today?
- 03What would you like me to do if I react badly to something you say?
What helps you
- 04What do I do that helps you do your best work?
- 05Which of my habits would you like me to keep?
- 06When did you last feel well supported by me?
What gets in the way
- 07Is there something I do that makes your work harder?
- 08How clear are my expectations and priorities when I give you a task?
- 09Do you get enough autonomy, or too little, in the way you work?
- 10When has my feedback been unhelpful or hard to act on?
Communication and availability
- 11How easy is it to reach me when you need me?
- 12Do I give you feedback often enough, and in the right way?
- 13How comfortable are you disagreeing with me?
- 14Is there information about the team or the company that you wish I shared more?
Moving forward
- 15If you could change one thing in the way I manage, what would it be?
- 16What is one thing I could try over the next month?
- 17How would you like us to check in on this again?
Tips for a useful conversation
- Prepare yourself first: decide that you will listen and not explain, and tell the employee so at the start.
- Make it easy to speak by asking about specific behaviours rather than 'how am I doing'.
- Thank the person for each piece of feedback, especially the uncomfortable ones, without justifying yourself.
- Repeat back what you heard to check you understood it before you react.
- Share with the team one or two things you will change and follow up, so people see that the feedback was worth giving.
Mistakes to avoid
- Asking for feedback and then defending your decisions, which teaches people not to give it again.
- Holding the conversation without any prior trust or a sign that criticism is welcome, so that you only hear polite answers.
- Trying to identify who said what when feedback is collected from several people.
- Promising changes and never mentioning them again.
Let Passisto People hold these conversations
The AI agent holds structured voice conversations with your employees and gives managers a clear report. People decide what happens next.