Being open to feedback is only the beginning of the process. The most difficult part starts after constructive criticism is given.
During a career transition, this can become a make-or-break moment. Often, the first conversation I have with someone is based on the reality that their resume or search strategy just isn’t working. Senior executives can be highly receptive during that initial conversation and still struggle to accept and implement what they heard. There are two major factors at play, and recognizing them can make all the difference.
It’s Lonely (yet More Comfortable) at the Top
The more accomplished someone becomes, the fewer people may be willing to challenge them directly, which can make candid feedback both more valuable and harder to act on. Just the infrequency of honest and authentic conversations can make them feel more difficult when they do happen. Familiar assumptions also have a way of creeping back in, even after someone agrees a new strategy makes sense.
Death by Committee
Suddenly, an executive is getting advice from former colleagues, recruiters, friends, mentors, and other senior leaders. Much of it is well-intentioned or comes from people they deeply respect. When too many voices enter the process, strong guidance can quickly get diluted by advice that is outdated, incomplete, or simply out of sync with the circumstances. If you examine feedback carefully, understand the source, and find the signal, you quickly realize every opinion shouldn’t carry equal weight.
Coachability requires more than openness. Without discernment and follow-through, it’s back to square one. Developing enough self-awareness to know when to act, when to reflect, and when to ignore criticism is an important leadership skill and an essential element in a successful job search.
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