Second VisionDescribe impact without diagnosing intent
Begin with your own bounded clues before comparing them with another person’s perspective.
See why experienced impact can differ from the intention behind a leadership choice.
Use these examples to name a specific behavior, the impact it had, and the change or repetition you want next.
What this can tell you
A colleague describes a specific leadership behavior and the impact they experienced.
Repeated examples may reveal where a leadership behavior helps or hinders the team.
One comment cannot establish personality, motive, overall performance, or how every colleague experiences the leader.
Outside perspective can complement self-view and game behavior when its source and context stay visible.
Reinforcing feedback
Specific reinforcement makes a useful behavior easier to repeat.
Technical direction
"When we were debating architecture approaches for the new service, Jamie facilitated a structured discussion that let everyone contribute. She synthesized the options, clearly articulated trade-offs, and made a decision that the team could rally behind, including those who initially preferred different approaches."
Mentorship
"Marcus has been instrumental in my growth this quarter. He doesn't just answer my questions. He helps me develop frameworks for solving similar problems myself. After our pairing sessions, I feel more capable, not more dependent."
Decision-making
"I appreciate how Sarah makes technical decisions. She gathers input, considers constraints, makes a clear call, and then commits fully. When new information emerges, she's willing to revisit, but she doesn't waffle or leave decisions lingering."
Team development
"Raj has intentionally grown our team's capabilities this year. He identified that we were weak in observability, created a learning plan, and ensured we had stretch opportunities in that area. The whole team is more capable because of his proactive investment."
Developmental feedback
Keep the claim bounded to the situation, then make the desired next behavior concrete.
Technical direction
"Alex sometimes makes technical decisions without sufficient input from the team. The decisions are usually reasonable, but the team would feel more ownership and understanding if they were included earlier in the process."
Mentorship
"Taylor is always willing to help, but tends to solve problems for people rather than coaching them to solve problems themselves. Shifting from "here's the answer" to "here's how to find the answer" would build more team capability."
Decision-making
"Jordan sometimes avoids making technical calls, hoping consensus will emerge. When the team is stuck, they need clear direction. Being more comfortable making decisions, even imperfect ones, would help the team move faster."
Team development
"Casey focuses heavily on delivery, which is valuable, but could invest more in individual growth. Regular 1:1s focused on career development, not just project status, would help retain and grow team members."
Focus on impact, not intent. "When decisions are made without team input, I feel less ownership over the outcome" is more constructive than "You don't listen to the team." Be specific about situations and behaviors.
Disagreement is healthy. Frame feedback around the decision-making process: "I'd find it helpful to understand the constraints that led to this choice" or "Could we discuss the trade-offs before the next similar decision?"
The answer depends on the role, system, team, and expectations. Evaluate the technical decisions and leadership behaviors the role actually requires instead of assuming one universal balance or seniority model.