E · Collaboration, communication, and influence

Feedback

Giving and receiving feedback so that it turns into action.

Classification boundary

Include: Include giving, receiving, and calibrating feedback, then tracking behavior change.

Choose a neighboring leaf when: Use F growth/development for ongoing coaching and G for personal reflection and learning.

This capability may appear in standards across different stages. Explore stage expectations

25 questions

Choose a group based on the evidence you need. Groups follow existing question formats, not difficulty or mandatory prerequisites. Each batch has up to eight questions.

Judgment and options5

Compare goals, constraints, options, and trade-offs.

Questions 1–5

A team member keeps saying they want more central projects. How do you find out what they actually want?
You shared a business line’s operating context with an engineer, who then started reallocating resources on their own. How do you handle it, and how do you change how you share in future?
Several people say in an anonymous survey that you lock onto a conclusion early. You believe you are shortening meetings. How would you understand the feedback, verify impact, and try to change?
Your manager says you under-delegate; your team says decision boundaries are too vague. How would you test each impact and decide what to change or clarify?
A partner lead is under pressure from layoffs but repeatedly bypasses agreed workflows, affecting your team. How would you choose timing, support, and escalation?

Experience and reflection20

Use past facts to examine contribution, results, and learning.

Questions 1–8

A colleague says you often overturn a plan late in discussion. You believe those instances followed newly discovered risks. How would you understand the feedback and decide whether to change your behavior?
You point out that a proposal lacks user evidence, and your colleague hears “you think I am not capable.” They stop engaging. How would you clarify what the feedback is about, the evidence behind it, and the next step—and check that it was understood?
A colleague repeatedly changes an interface at the last minute but believes they communicated it in chat. Partners still get blocked. How would you give feedback without debating intent?
You have just taken over a team, and a former peer is now your direct report. Their delivery is strong, but they repeatedly interrupt others in reviews. How would you prepare for and conduct your first feedback conversation?
Tell me about a time you received feedback that made you uncomfortable. What did you change afterward?
A colleague delivers on time but often changes interfaces without notice, creating downstream rework. How would you give feedback?
Your manager says you failed to communicate risk proactively, though you believe you shared it across channels. How would you respond and assess whether improvement is still needed?
You are told to “have more impact” without examples or expected behaviors. How would you ask for actionable detail?

Questions 9–16

A teammate sees promotion feedback as inconsistent and unsupported, and has lost trust. You must explain the process and support growth. How would you respond?
Your manager often changes direction at the last moment, causing repeated rework. You worry direct feedback may strain the relationship. How would you raise it?
A colleague improves handoffs after coaching, but omissions recur weeks later. How would you diagnose the cause and continue support?
A teammate interpreted your feedback as denying promotion potential, though you meant to identify one skill gap. How would you correct it?
Peers say you go too deep into details, while partners want you involved earlier in detail reviews. How would you interpret both and decide what to change?
Two partners tell an employee opposite things: one says they are too cautious; the other says they move ahead without alignment. How would you translate the feedback into context, behavior, and impact?
An employee repeatedly misses goals. You only said ‘be more proactive’ without defining behavior or support. How would you reopen the conversation?
You asked a report to surface risks before delivery, but twice they raised blockers just before launch. How would you check understanding, explore causes, and agree on observable change?

Questions 17–20

A team member repeatedly commits to dates before checking dependencies, arguing that the process has no confirmation owner. How would you separate system and individual causes?
A team member asks you to be blunt, then says you only focus on flaws after you raise quality issues. How would you clarify feedback preferences and evidence?
You told a colleague they escalated risks too late; since then they communicate less. How would you reopen the conversation, own any delivery issues, and retain the necessary standard?
Two team members made similar mistakes, but you were harsher with one because they are more senior. How would you check expectations and correct the response?

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