Mind the [gender] feedback gap! Coaching implications

Whether obtained via 360-degree assessments, stakeholder interviews, or both, performance feedback is a valuable resource for executive coaches when focusing on a client’s leadership development. But what happens when feedback, however well-meaning, actually serves as a hindrance to someone's professional growth?  In this recent HBR article, three UK-based authors examined feedback provided anonymously to 146 mid-career professionals, and carefully compared the type of feedback given to men vs. women. (Note: subscription may be required to read full article.) The authors focus on the importance of manager awareness, but for executive coaches like me, the implications are equally important. 

In all focus areas cited (vision, political skills, asserting leadership, confidence), the differences illustrate significant missed opportunities. Even when positive and well-intentioned, much of this feedback reinforces dated, and often stereotypical role expectations of both women and men, short-changing both. Authors found a tendency for feedback given to men as more actionable as well as more forward-looking and ambitious (i.e., develop large and visible agendas, strategically build relationships with senior leadership), while that given to women was not only less concrete, but also less aspirational (i.e., be more collaborative, focus on operational excellence, and “get along” politically).

Of course, these feedback examples are not necessarily inappropriate in and of themselves. However, for executive coaches, it’s our purpose to assist clients in unlocking their greatest potential for professional and personal achievement. That’s why it is important that we are attentive to gaps in feedback that either do not provide women the opportunity to envision a new and significant leadership path ahead, or assume men could not also benefit from developing stronger collaboration skills and being more operationally astute.