Why is it important to deliver feedback? What are the advantages of being a company that is “good” at feedback?

Nobody can perform to their full potential without guidance and communication – even the ideal hire must be trained, given clear expectations, and developed to fully step into their position. Feedback is the primary tool that enables people to grow and improve.

Companies that are “good” at giving and receiving feedback are more adept at managing change – if you’re open to accepting and sharing information, you’re more likely to be able to innovate and adapt effectively. When it isn’t safe to share feedback, employees shut down, stop sharing ideas, and feel more comfortable playing it safe—3 behaviors that make it harder for companies to win in competitive environments.

Poor feedback culture can lead to costly turnover – companies that don’t set their employees up for success end up with a “churn and burn” people strategy that redirects investment from internal talent development to constant hiring and onboarding.

On the flip side, sharing feedback can prevent top talent from leaving – many high-performing employees leave organizations because they never received positive feedback/recognition and didn’t know they were on a path to promotion. Improving transparency is a simple way to correct this costly talent leak.

What are common indicators that an organization needs to reevaluate how it delivers feedback?

Multiple situations can be symptoms of a feedback culture problem – while feedback is not always the root cause of these issues, it is a good place to start if you notice:

• You’re firing too many people – if large quantities of people are suddenly poor fits for their roles, they might not have received necessary instruction regarding how to do their jobs.
• Employees are surprised when they are fired – employees who “never saw it coming” might not have received regular feedback about performance or the information needed to course-correct.
• Excessive use of PIPs – PIPs are often the first time an employee learns that there is a significant problem with their performance. This happens when HR requires managers to put employees on PIPs instead of immediately firing them.
• Toxic communication patterns emerge outside of meetings – excessive gossip, patterns of people having “meetings after meetings”, and indirect communication can indicate that employees are afraid to be honest and forthright in group settings.
• Team-specific turnover problems – if many people leave (voluntarily or not) from specific teams, there might be a problem with how the manager is providing or failing to provide feedback.

Structuring Feedback

What are the different types of feedback? 

Beyond the constructive/positive dichotomy, types of feedback can be categorized by their purpose – all feedback should have a “so, what?” (i.e., a reason that the feedback matters). If you plan to give someone feedback but realize that your goal in sharing that feedback doesn’t align with any of the purposes listed below, reconsider whether that particular piece of “feedback” needs to be shared.

“Fix” Feedback
Purpose	Address objectively wrong behaviors or outcomes that require immediate correction (the “right” answer is not up for debate).
Examples	• Typos or errors in documents • Formatting spreadsheets incorrectly • Missed steps in established processes • Clear violations of procedures

Tips:

• Be clear about the problem and solution – be as specific as possible when explaining what was done incorrectly and why it was incorrect. Provide equally clear direction for how the employee should correctly approach the same situation in the future.
• Set expectations for if/when corrections should be made – clarify whether the employee should go fix the error immediately or simply keep the correct approach in mind for the next time the same situation arises. For urgent issues, the manager might correct the error themselves and explain the problem to the employee after.

“Grow” Feedback
Purpose	Target skills or behaviors you want someone to develop in the future.  “Grow” feedback is not about someone doing something wrong; it’s about offering them better ways to do it moving forward.
Examples	• Presentation skills  • Communication style (e.g., how to present issues in a more clear and precise way in emails to VPs) • Strategic thinking  • Leadership presence in meetings
Phrasing Example	“When you present, slow down more and watch your filler words so you can show up more competently to the team.”

Tips:

• Expect gradual improvement, not quick fixes – set realistic timeline expectations.  Developing the skills needed for long-term development or a promotion doesn’t happen overnight. 
• Schedule follow-ups – check in on their progress every few weeks or months. Skill development requires continual reinforcement and conversations as the employee explores and experiments with the new approach.  

“Consider” Feedback
Purpose	Share alternative or personally preferred methods without requiring the employee to change.
Examples	• Different ways you can approach a task • Alternative communication styles • Personal “tips” or strategies a manager has developed that might help an employee with a relevant problem
Phrasing Example	“It’s not wrong if you don’t do it this way, but have you tried…”

Tips:

• Make sure you have a good “why” – this is the most common way that personal grievances/ non-feedback-worthy observations masquerade as feedback.
• “Consider” feedback becomes critical when managers need to delegate – new managers often struggle with delegating responsibilities to employees who approach the same work in different ways. Ensure that you and the employee are aligned on the desired outcome, but trust that their way of getting there might be just as effective as yours.
• Clarify that this is a suggestion – err on the side of overcommunicating the fact that your suggestion is not a requirement.
• Give and let it go – don’t expect the employee to always act on “consider” feedback (if you expect them to act on it, it might be “grow” or “fix” feedback). Offer your advice and only revisit the topic if the employee expresses interest in learning more.  

How should you structure the feedback you deliver? What does good (effective) vs. bad (ineffective) feedback look like?

Use the 5:1 magic ratio for positive: constructive feedback – it is a common misconception that “feedback” refers only to problems that need fixing. However, a lack of positive reinforcement is one of the biggest reasons people leave their jobs. Reinforcing positive behavior is just as important as correcting issues because it helps retain talent and build confidence.

The Four W’s Framework
W	Example	Tips
When – anchor with a specific instance/meeting /day/project to confirm that the example is real, drive accountability, and prevent the “I never did that” debate that derails feedback conversations.	“During last Tuesday’s meeting about X…”	• Use specific examples • Never give vague or general feedback
What – describe what happened in an objective manner. Quote exact words (if applicable) and cite specific actions so the employee can recognize what you are giving feedback on.	Instead of “unprofessional behavior” → describe specific actions.   Instead of “you were rude” → quote the words used.   Instead of “not strategic enough” → identify specific missing elements.	• Observe the behavior as if you were watching through a video camera or as if a stenographer wrote down the words  • Make sure you aren’t sharing your personal opinion or interpretation of a facial expression • Use the “what” step to “check yourself before you wreck yourself”; if you realize that the “what” is that you perceived someone as having a “tone”, that could be a subjective observation that you should let go
Why – the reason that both the manager and employee should care that this occurred.	When we send clients materials with mistakes in them it undermines their trust in us and makes it harder for us to do our jobs…	People aren’t motivated to change unless they understand the positive or negative impacts of their actions
Wonder – create a collaborative conversation that engages the employee in problem solving and understanding the root causes of the problem.	“What do you think it would take to do this differently in the future?”   “Why do you think we ran into this issue in the first place?”   “Is there anything I could have done as a manager to prevent this from happening?	• Including the “wonder” step helps employees feel supported and included rather than under attack. • This step also shifts the conversation from a one sided “dumping of feedback” to a conversation • This is where you might learn there was another issue that you were unaware of that contributed to this situation

Each “W” has common pitfalls that undermine feedback effectiveness:

• When:
  • Using absolute terms like “always” or “never” → triggers the other person
  • Referencing vague timeframes or multiple incidents at once → creates confusion and limits the specificity (and therefore the usefulness) of the feedback
• What:
  • Using meaningless terms like “unprofessional”, “rude”, or “disrespectful” → doesn’t actually specify the actions in question
  • Describing your interpretation instead of observable behaviors → shares more about your emotional reaction than what the other person needs to change
  • Making assumptions about intent or motivation → might benefit more from asking about their intent instead of projecting onto the other person
• Why:
  • Failing to explain the impact or connect the feedback to broader goals or expectations → might indicate that the “why” is lacking and the feedback shouldn’t be communicated
  • Assuming the employee already understands why the behavior matters → potentially takes away an opportunity for them to grow
• Wonder:
  • Skipping this step entirely

How should you tailor your approach to giving feedback for employees at different competency levels or levels of the organization?

Newer/ more junior employees need more direction and structure – provide clear, specific instructions instead of expecting them to figure it out on their own. The “wonder” part of the conversation may be less robust because they might not yet have the information needed to think about how to fix the situation without guidance.

More senior and experienced employees benefit from a less directive approach that is more like coaching – engage employees with high competency levels in analyzing situations, identifying root causes, and proposing solutions. Instead of telling them what to do, collaborate and solve the problem together.

The more senior the employee, the quicker the improvement timeline – employees with lower competency levels might need to be shown the correct action 2-3 times before they master it. Experienced employees should be able to implement changes and improve more quickly.

Delivering Feedback

What types of feedback should you give during a performance review vs. a 1:1? 

Real-time feedback → provide when possible – give feedback as close to when events occur as possible to maximize clarity, alignment, and impact. This is especially helpful for “fix” feedback that requires urgent attention or correction.

1:1s → Use to discuss topics that are important but not urgent – share feedback about behavioral patterns, continue longer-term growth conversations, or discuss issues that occurred after your prior 1:1. These meetings are a standing opportunity to have in-depth discussions about development and surface issues before they become serious performance problems.

Performance reviews →  Should provide a bird’s-eye view of broader patterns – annual or semi-annual reviews should focus on recurring positive or negative behaviors you’ve flagged throughout the year. You should also discuss progress on previously identified issues and the employee’s long-term trajectory.

Note: employees should never be surprised by feedback shared during a performance review – an employee shouldn’t hear about a “fix” mistake for the first time during a performance review. Instead, that conversation is a chance to talk about mistakes that were already made and discussed—and the progress made in those areas. Don’t hold onto little mistakes throughout the year and save them for a “big reveal” in the performance review.  

How does feedback severity influence when you should deliver it? 

Urgent issues demand immediate attention – for example, if an email is sent to the wrong client or the wrong group of customers, the manager might need to fix it ASAP and communicate feedback to the employee right afterward.

Lower-impact issues can wait for scheduled conversations – feedback is typically more effective when the manager has had time to frame it thoughtfully. Unless delivering the feedback is highly urgent, wait for a 1:1 to share most feedback or suggestions.  

What venue should you use to provide feedback? Should you ever provide feedback in front of an audience, or should it always be in private? 

In general, you should criticize in private and praise in public – constructive feedback should generally be shared in private conversations to avoid embarrassing or demotivating employees. Positive feedback should be shared publicly to reinforce desired behaviors and boost morale unless the individual has specifically requested private recognition.

Examples of how to deliver positive feedback include:

• Starting every team meeting with shoutouts
• Saying a simple “thanks for sharing that” when someone offers a great idea during a meeting
• Acknowledging specific actions in passing (e.g., “I really appreciated that you sent that you followed up with the client without needing to be prompted”)

There are exceptions for when constructive feedback must be shared publicly – if someone violates a code of conduct or behaves inappropriately to others (e.g., yells at somebody in a meeting), public intervention (e.g., “Hey, X. That isn’t appropriate. You need to cool down and we’ll talk about this later.”) serves 2 critical purposes:

• It sends a clear message to everyone that the behavior is not acceptable
• It protects anyone who may have been targeted or victimized by the inappropriate behavior

Engineering teams also benefit from postmortems, which share group-wide feedback on a process – this feedback works in a group setting because it is focused on identifying process-driven things that went wrong, not pointing fingers at individuals.

How do you document feedback over time? 

Use a system that’s private and accessible to you – people often use OneNote, Notion, the Notes app, or other tools that help keep feedback for different employees organized and separate.

Regularly document feedback throughout the year – note small things as well as big wins, recurring issues, and follow ups for 1:1s as they arise. Documenting as you go (instead of filling out performance reviews from memory) provides 2 key advantages:

• A paper trail – if you end up needing to let someone go, HR might ask for examples of how a behavior has escalated or been repeated over time without being corrected.
• Prevention against recency bias – if you write performance reviews from memory, you’re more likely to emphasize things that happened in the last few weeks than potentially more important things that occurred over a longer period of time.

Track personal feedback as well – it’s equally important to track your own feedback. You might want to maintain a “smile file” of positive feedback and achievements to use as preparation for performance reviews and a morale booster during challenging times.

Receiving Feedback

What should managers/leaders do to encourage others to feel comfortable providing feedback?

Lead by consistent example – regularly request feedback in public team meetings and 1:1s with your direct reports. If employees say they don’t have feedback, don’t push, but repeat the question at subsequent meetings to hold that space for communication.

Examples of questions you can ask to solicit feedback include:

• Does anyone have any feedback?
• How do we think we did recently?
• (In 1:1s) Is there anything I could do differently?
• What is one thing I could do differently to support you?

Demonstrate how to receive feedback – if employees share feedback, own your contribution and apologize if you did something wrong. Never punish the employee who spoke up.

Create dedicated opportunities for feedback from peers who don’t report to you – proactively schedule check-in meetings and explicitly add feedback as an agenda item so people can prepare thoughtful and specific responses. For example, you might say, “if you have any feedback for me on how it was to work with me on X project, it would be great if you could bring that to this meeting.”

When should you solicit feedback from your boss/the board? 

Show genuine interest in growth – consistently asking for feedback demonstrates that you’re committed to your own development and open to learning. Managers like to invest in individuals who are open and self-aware.

Make it a regular practice – include feedback requests as a standard part of any 1:1 with your boss rather than waiting for formal review periods. However, make sure you are persistent without being pushy.

Get specific with your requests – instead of putting your boss on the spot with vague questions, use questions like these to help them provide useful input:

• Do you have feedback on how I handle X?
• What feedback do you have on how I’m getting up to speed on my new role?
• How can I position myself to get the promotion we discussed?
• What is one thing I could do differently that would make me more effective in my role?

Strategically leverage high-level interactions – any opportunity you have to interact with a senior leader could be an opportunity to get a new perspective on your performance or effectiveness.

Feedback vs. Coaching

What is the difference between feedback and coaching?

Feedback vs. Coaching
Method	Feedback	Coaching
Key differences	• Directive way of telling someone what to do or not do • Manager does most of the talking	• Method of engagement that helps people own and think through the problem • Coach primarily listens and asks questions
Communication strategy & timeline	• Can be part of regular 1:1s • Shorter time frame to see impact	• Requires dedicated conversations • Longer time frame to see impact
When to use	For clear-cut issues, skill deficits, or situations requiring immediate correction	For complex challenges, developing critical thinking skills, or helping people grow into new roles

Coaching is an important skill for managers to develop – the foundational managerial skills are: giving feedback, delegating, holding 1:1 meetings, hitting team goals, and managing up. More mature managers learn to coach their employees and determine when it’s time to transition from a directive to a coaching approach.

Team readiness matters – employees must master the basics and feel comfortable and confident in their current roles before they are ready to be coached into the next level. A team of all new employees might need more feedback and training, whereas an experienced team might benefit from more coaching.   

Overall

Who is responsible for an organization’s ability to provide effective feedback? 

The entire company shares responsibility – as with any aspect of culture, creating a feedback culture requires participation and intent from all organizational levels.

Level	Role
Individual contributors	It starts with you – each employee is responsible for: • Proactively asking for feedback • Taking ownership of their growth and development
Managers	At the team level, managers have significant influence – even in toxic company cultures, individual managers can create psychological safety and healthy feedback practices within their own teams.
People team	Equip managers with the infrastructure and support they need to deliver feedback effectively – this includes: • Providing training and development of feedback-related skills • Designing systems and processes that make feedback conversations consistent and seamless • Creating reminders and checkpoints that encourage regular check-ins
Leadership	The tone is set from the top down – C-suite executives, founders/cofounders, and owners are responsible for leading by example. The way they give and receive feedback demonstrates what is truly valued by the organization.

How do you know if you need to use a PIP?

Use the clarity test – ask yourself: “Have I given this feedback to this person before using the Four W’s structure?”. If the People team asked the employee whether their manager has surfaced this issue with them before, they should answer yes and be able to identify multiple instances where it was communicated.

The purpose of a PIP is to provide clear, written expectations – a PIP is a final chance to turn things around and to provide documentation so the People team has legal support if they need to let the employee go. Unfortunately, many companies jump right to PIPs without putting the onus on managers to have feedback conversations in time to allow the employee to rectify the problem. In these situations, the manager has often already decided to fire the employee by the time a PIP is created.

What are the most important things to get right? 

Just start giving feedback – the most important step is to actually have feedback conversations instead of avoiding them. Expect initial discomfort if you aren’t used to giving/receiving feedback and expect to improve your feedback skills over time.

Understand that having an emotional reaction is normal, but being blindsided isn’t – the first time someone hears feedback, they might have feelings about it –and that’s okay. However, if an employee feels blindsided because you held onto a significant piece of feedback for a long time, your approach to delivering that feedback failed.

For managers, clear is kind – most managers want to be liked. While many managers fear that delivering feedback will interfere with that goal, employees respect leaders who provide feedback that is objective and easy to implement. It demonstrates that you respect the employee’s ability to improve and care about their success.

Success is mutual understanding – the best management outcomes occur when terminations, big changes, or departures occur when both parties recognize that the current role isn’t the right fit. The employee shouldn’t feel surprised by the decision because they’ve received consistent, clear feedback throughout their tenure.

What are common pitfalls? 

Making up excuses to skip feedback conversations – skipping or delaying feedback conversations rarely makes the process more effective. This avoidance typically stems from discomfort or an inability to address real issues.

Not being thoughtful or prepared – useful feedback is clear, unemotional, and easy to act on. If you can’t deliver feedback effectively or if you can’t answer the Four W’s, you are not ready to have that conversation.

Saving feedback for performance reviews or until you need a PIP – this creates an overwhelming and demoralizing experience for employees who suddenly learn about multiple issues that could have been addressed throughout the year.

Note: the employee’s understanding matters more than the manager’s intent – don’t assume you’ve communicated clearly unless the employee has indicated that they understand the detail and implications of your feedback. Many avoidable PIPs are caused by:

• Employees not realizing the manager’s feedback was feedback
• Employees not knowing they did something wrong
• Employees not understanding why making the change is important