Receive Critical Feedback About Your Own Manager Behavior

When an employee says a manager’s behavior has made work harder, the manager’s first response shapes whether future concerns are raised. Slow the exchange down. Thank the employee for speaking, ask for a concrete example, and separate understanding the impact from deciding every detail immediately. A manager should also recognize when the concern needs an approved HR or employee-relations route.

During a one-on-one, Kai tells Morgan, “When you change priorities in the team chat late at night, I start work unsure which plan still counts.” Morgan feels defensive because the changes came from a senior leader. She says, “I appreciate you telling me. Can you walk me through the last time the message changed your work?” Kai describes abandoning a draft that was still needed. Morgan asks, “Would a morning note that names the active priority and what can wait help you plan?” Kai says it would, and adds that silence after a late message makes people assume they must respond immediately.

Managers should avoid arguing from intent. The employee is giving information about what they experienced. If the discussion includes allegations of discrimination, harassment, retaliation, safety, or another serious concern, the manager should follow the designated reporting process and avoid conducting an informal review. For routine feedback, it is reasonable to say what the manager will examine and when they will return with an update.

Morgan will send one morning priority note after any evening change for the next month. She will ask the team at the following staff meeting whether the new routine made current work clearer. Morgan will also write down Kai’s example and her response, then revisit the pattern with her director during their regular manager check-in.