I just defaulted to what I usually default to, which is the truth delivered in a way that has as little sting as I can. I led with all the good things I could think of, which to be fair, this woman has a lot of assets. Very bright, very competent decision maker, very knowledgeable about disparate topics. But then I just spoke my mind, while also offering specific examples of why I had the perspective I did. I did not, however, say that she once told me she doesn't have any empathy. I thought that was a bridge too far and would only look like I had an axe to grind. My sense talking to the coach was that the point of the exercise is truly to engage with one's strengths and weaknesses, so I wanted to live up to that. What I didn't do was say, "She's a heatless bitch who would shove her own daughter in front of a bus if there was a reward to be reaped." But what I did say was, "Sometimes she appears to lose sight of the fact people need to feel heard and respected before having their ideas dismissed. And her failure to sometimes do that has probably cost us at least two and maybe three good employees." Too early to tell if there will be any fallout, but the coach was highly insistent that nothing identifiable will get back to her. We'll see.