Feedback is essential for growth, but in many organizations, it can be uncomfortable and intimidating. To create a feedback-friendly culture, managers need to focus on making the process more informal, frequent, and collaborative. This approach not only reduces the anxiety often associated with performance evaluations but also fosters open communication, empowering employees to take ownership of their development.
The first step in building this culture is creating a shared understanding of what feedback means. Managers can initiate open discussions with their team by asking questions like, “What does feedback mean to you?” and “When is feedback helpful or uncomfortable?” These conversations allow employees to express their experiences and concerns, helping the team define feedback in a way that resonates with everyone. By doing so, feedback becomes less about criticism and more about growth, setting a foundation for trust and openness.
Once the team has a common understanding of feedback, it’s important to create practical systems for it to happen. This might involve setting aside time in meetings or establishing designated virtual spaces where employees can ask for feedback or share praise. Making feedback a routine part of daily interactions normalizes the process, reducing the stress that often surrounds formal reviews. In one-on-one meetings, managers should begin the conversation with questions rather than immediate observations. This approach encourages employees to reflect on their own performance and makes the feedback process feel more like a collaboration rather than a top-down evaluation.
Despite these efforts, many organizations still struggle with candid performance conversations. A study by Sibson Consulting and World at Work found that 63% of executives believe managers are reluctant to have difficult conversations about performance. Even when feedback is delivered with the best intentions, employees often feel their reviews are inaccurate or unfair. A survey by Globoforce revealed that 55% of employees feel their reviews don’t reflect their actual performance, and many dread the process.
One of the most common mistakes managers make is focusing solely on how to *give* feedback without teaching employees how to *receive* it. While delivering feedback effectively is important, th
e receiver ultimately decides how to interpret and act on the information. If employees aren’t ready to hear feedback or don’t understand it, even well-delivered feedback can be ineffective. Worse, poorly received feedback can damage trust and reduce engagement.
To address this, managers should encourage a “pull” model of learning, where employees take ownership of feedback and use it to drive their own development. One way to support this is by teaching employees how to “spot labels” in feedback. Feedback is often delivered in vague terms, like “be more assertive” or “work on your communication skills.” These labels can be interpreted in many ways, leading to misunderstandings. For example, a salesperson who is told to “be more assertive” might think they should pressure customers, when the manager actually meant to be more engaged and enthusiastic. To avoid this, employees should seek clarification by asking questions like, “What behavior did you observe?” and “What should I do differently?”
Another important skill is avoiding “switchtracking,” which occurs when a feedback conversation is derailed by changing the topic. For instance, if a colleague provides feedback on interrupting during a meeting, the recipient might respond defensively by pointing out their own contributions. While both perspectives may be valid, switching tracks prevents either issue from being properly addressed. Instead, it’s important to acknowledge both concerns and address them separately, ensuring that the original feedback is heard and acted upon.
Creating a culture where feedback is comfortable and effective requires more than just improving how it’s given. Managers must foster a shared understanding of feedback, implement systems for regular exchanges, and teach employees how to interpret and act on feedback constructively. By focusing on both giving and receiving feedback, organizations can create more meaningful conversations that promote trust, growth, and engagement.
Dave Edwards Media 