We all have blind spots. Even coaches. Even seasoned executives. Even the leaders who look like they have it all figured out from the outside.

It is natural to get defensive when receiving negative feedback. Our brains treat criticism as a form of social threat, and we respond as if we’ve just been cornered.

Most leaders know the classic advice for briefing a senior executive: keep it short, start with the bottom line, and stay on point. That’s not wrong—but it’s only half the equation.

Top-performing teams don’t necessarily like each other. They just know how to work together.

Being told to “think more strategically” feels like a vague directive, one that’s as frustrating as it is common.