People only tell you the truth if they believe it is safe and worth it. Both are on you.
The higher you rise, the less truth you hear. This is one of the quiet dangers of leadership that nobody warns you about.
It is not that people stop seeing your flaws. They see them clearly. They just stop telling you. The more senior you are, the more it costs someone to be honest with you, and the more tempting it becomes for them to simply agree and move on.
So you end up surrounded by a softer and softer version of reality, right when you most need the hard version.
Real feedback is a gift, and like most gifts worth having, you have to earn the right to receive it. People only tell you the truth when two things are true. They believe it is safe, and they believe it is worth it. If being honest with you gets them punished, ignored, or made to feel small, they will stop. Quickly. And they will be polite about it, which is worse, because you will mistake the silence for approval.
I have learned that how you react to feedback determines how much of it you will ever get again. React badly once, get defensive, explain why they are wrong, and you have just taught that person never to bother. React well, actually listen, thank them, do something with it, and you have taught them that honesty with you is welcome. People are always running that calculation, whether they say so or not.
So I try to make it safe and worthwhile to tell me the truth. I ask for the specific thing I could have done better, not the vague reassurance. I try not to flinch when the answer stings. I follow up later so they can see their input actually changed something. Feedback that disappears into a void does not get repeated.
There is a humbling reality underneath this. The feedback I least want to hear is usually the feedback I most need. The comfortable feedback confirms what I already think. The uncomfortable feedback is where the growth is hiding. If I only listen to the easy version, I am optimizing for my comfort instead of my improvement.
The strongest leaders I know are almost hungry for the hard truth. They go looking for it, because they know the alternative is a slow drift into a flattering story that reality will eventually correct for them, at a much higher cost.
So earn the feedback. Make it safe. Make it worth it. Then actually use it.
The truth gets expensive at the top. Pay for it on purpose.
About the author
Jeffrey T. Furtado
Executive Business Leader, Entrepreneur & Investor
Jeffrey T. Furtado (Jeff Furtado) is an executive leader, entrepreneur, and investor with a track record of building, scaling, and transforming businesses. As both a corporate operator and founder, he has led high-growth teams, driven operational excellence, and helped create lasting enterprise value. He writes about leadership, execution, strategy, and building organizations that stand the test of time.
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