A practical guide for engineering managers dealing with mislabeled feedback from senior leadership. This guide will help you along the way when navigating senior leadership feedback.

The Scenario

You’re having a quiet Tuesday when your Slack lights up with a message from a Senior Director. They’ve discovered what they believe are “critical bugs” in your team’s latest feature release. Your heart sinks as you scan through their detailed list, but as you read deeper, you realize these aren’t bugs at all—they’re intentional design decisions made during development sprints, documented trade-offs that your PM and team consciously chose to address in future iterations.

This scenario is more common than you might think, especially in fast-moving tech environments where senior leadership may not be deeply involved in day-to-day product decisions. Here’s how to navigate this delicate situation professionally and effectively.

Step 1: Take a Breath and Assess

Before firing off any responses, pause and conduct a quick assessment:

Document Review: Pull up your sprint notes, design documents, and PM decisions. Gather concrete evidence of when and why these trade-offs were made.

Impact Assessment: Quickly evaluate whether the director’s concerns, while not technically bugs, might represent legitimate user experience issues that deserve prioritization.

Stakeholder Mapping: Consider who else might be watching this conversation and how your response could set precedents for future interactions.

Step 2: Craft Your Initial Response

Your first response sets the tone for the entire interaction. Here’s a framework that has served me well:

Acknowledge and Appreciate: Start by thanking them for taking the time to review the feature and share feedback. Senior leaders are busy, and their attention to your work should be recognized.

Clarify Without Defensiveness: Gently reframe the conversation from “bugs” to “design decisions” without making anyone feel foolish for the mischaracterization.

Provide Context: Briefly explain the decision-making process that led to these trade-offs, mentioning your PM’s involvement and the rationale behind prioritization.

Example Response:
“Thanks for taking the time to review the new feature, [Director’s Name]. I really appreciate the detailed feedback. The items you’ve identified are actually intentional design decisions we made during development. Let me provide some context on our thinking and share our roadmap for addressing these areas.”



Step 3: Present the Full Picture

Create a clear, concise summary that includes:

Decision Timeline: When these trade-offs were discussed and decided upon.

Rationale: The business or technical reasons behind each decision (user research, technical constraints, time-to-market pressures).

Future Plans: Specific iterations or timelines when these items are planned to be addressed.

Metrics: If available, share any data showing that users are successfully adopting the feature despite these limitations.

Step 4: Transform Feedback into Opportunity

This is where experienced EMs shine. Use this moment to:

Validate Prioritization: Ask whether the director’s feedback should influence your current prioritization. Their perspective might reveal business priorities you weren’t aware of.

Improve Communication: Suggest establishing better channels for sharing design decisions with senior leadership to prevent future misunderstandings.

Gather Requirements: If the director’s concerns are valid, work with them to understand the specific user scenarios or business impacts they’re worried about.

Step 5: Follow Up Strategically

Don’t let this interaction end with just an explanation:

Share with Your PM: Immediately loop in your PM to ensure they’re aware of senior leadership’s concerns and can provide additional context if needed.

Document Lessons: Update your team’s communication practices to include better visibility into design trade-offs for senior stakeholders.

Schedule Follow-up: If appropriate, offer to schedule a brief session to walk through the feature’s evolution and upcoming improvements.

Common Pitfalls to Avoid

Don’t Get Defensive: Even if the feedback feels unfair or uninformed, remember that perception is reality for stakeholders.

Don’t Throw Your PM Under the Bus: Avoid phrases like “This was PM’s decision” that could create tension between functions.

Don’t Over-explain: Senior leaders don’t need every detail of your sprint planning process.

Don’t Ignore Valid Concerns: Sometimes mislabeled feedback still contains legitimate insights about user experience.

Building Long-term Relationships

Use this interaction as a foundation for stronger relationships:

Regular Updates: Consider adding senior leadership to your regular feature update communications.

Proactive Sharing: When making significant trade-offs in the future, proactively share the decision with relevant senior stakeholders.

Open Door Policy: Make it clear that you welcome feedback and questions throughout the development process, not just after release.

The Bigger Picture

These interactions are rarely just about the immediate feedback. They’re opportunities to demonstrate your leadership maturity, your team’s thoughtfulness, and your ability to balance technical excellence with business priorities. Senior leaders are often testing how you handle pressure, communicate complex decisions, and manage cross-functional relationships.

Sample Follow-up Email Template

*”Hi [Director’s Name],

Thank you again for your feedback on [Feature Name]. I wanted to follow up with a brief summary of our discussion and next steps:

Current State: The items you identified were intentional design trade-offs made during development, prioritized based on [specific rationale].

Next Steps: We’re planning to address [specific items] in Sprint [X] based on [criteria].

Going Forward: I’d love to include you in our monthly feature updates so you can see our decision-making process in real-time.

Would you be interested in a brief walkthrough of our upcoming improvements next week?

Best regards,
[Your Name]”

Navigating feedback from senior leadership requires a delicate balance of technical accuracy, business awareness, and emotional intelligence. By approaching these situations with curiosity rather than defensiveness, you can transform potentially awkward moments into opportunities for stronger cross-functional relationships and better product outcomes.

Remember, great engineering leaders don’t just build great products—they build great relationships with the people who make product success possible. Every interaction with senior leadership is a chance to demonstrate that your team doesn’t just write code, but makes thoughtful decisions that drive business value.

The next time a senior director reaches out with “bugs” that aren’t really bugs, take a deep breath and see it for what it really is: an opportunity to showcase your team’s strategic thinking and your own leadership capabilities.