Intended primarily for human resources managers who are responsible for the development of executives, this paper lays out the potential advantages and hazards of enhanced feedback. It first looks at enhanced feedback and its rationale in detail. Four sources of data are described: numerical ratings and verbatim comments; data from the workplace and from personal life; data on behavior and motivation; and data on the present and on early history. The next section provides evidence and examples of potential benefits and risks. The section that follows suggests guidelines for making safe and effective use of enhanced feedback. Certain dictates of good practice to be followed are outlined, including the following: choosing a service provider with a competent, constructive staff; selecting the right participants; and tiding the participants/executives through the unsettled period during which they receive a heavy dose of feedback. Guidelines for use by the participant's human resource staff to help oversee the latter process are discussed. Contains 11 references. (YLB)