Taking a Science-backed Approach to Feedback

Why is it important to take a science-backed approach to giving feedback?

It ensures effectiveness and reliability – many feedback resources rely on personal experience and “what works for me,” but basing feedback strategies on empirical research provides a systematic and evidence-based framework for giving feedback. This approach enhances the impact of feedback and improves the likelihood of constructive outcomes.

It provides tangible steps – science-backed research offers practical steps for giving feedback to reduce the perceived threat experienced by the recipient. By reducing the threat that the other person feels, feedback givers can navigate difficult conversations more effectively. They’re more likely to be listened to and be seen as supportive.  This empowers both parties to engage in open and constructive dialogue, fostering a culture of continuous improvement and growth.

Where do typical feedback practices fall short?

Assumption of negative intent – feedback recipients naturally tend to assume negative intent from the feedback giver. Whether it’s critical feedback from a colleague or instructions from a manager, research shows that people often interpret unwelcome news as a power play or an attempt to cover up mistakes. This assumption of negative intent can hinder the effectiveness of feedback and lead to defensiveness or resistance from the recipient.

Unintended misinterpretation – feedback givers may be surprised to learn that despite careful consideration of what they say, recipients may still perceive negative intent. This discrepancy between the feedback giver’s intention and the recipient’s interpretation means that feedback is often received defensively or skeptically, undermining its impact and hindering constructive dialogue.

What is the role of compassion in a science-backed approach to giving feedback?

Giving feedback in a compassionate and constructive manner is crucial – because it affects how the recipient perceives the message. Many people unintentionally come off as harsh or threatening in their feedback. This can hinder open communication and prevent the recipient from truly understanding and internalizing the feedback.

Balance compassion with candidness – finding the balance between compassion and candidness is key to delivering effective feedback. While it’s important to be honest and direct, it’s equally crucial to consider the emotional impact of the feedback on the recipient. By combining empathy with clarity, feedback can be delivered in a way that encourages growth and development rather than defensiveness or resentment. Vague feedback does more harm than good.

Acknowledging and actively stating good intent can significantly mitigate the perception of negative intent – by explicitly expressing genuine intentions to support and help the recipient grow, feedback givers can foster a more receptive and open-minded attitude in the recipient. This proactive approach helps to establish trust and rapport, creating an environment conducive to constructive feedback exchanges.

What are the different kinds of feedback that managers can give employees?

There are 3 types of feedback – people are generally familiar with two types of feedback: positive and negative. Although some managers and leaders may call negative feedback ‘constructive,’ constructive is considered the same as negative feedback in the mind of feedback receivers. While all feedback receivers must receive all three types of feedback, they do not need to be given in equal measure. Research indicates that the three types of feedback are:

• Appreciation 
• Coaching 
• Evaluation

Appreciation Feedback
What Is It?	Appreciation goes beyond simple positivity; it’s about highlighting the unique contributions and impact of individuals within a team. It involves acknowledging the specific actions or qualities that someone brings to the table, emphasizing their significance and why they matter.
Frequency	At least once a week
Tips For Managers	• Be specific – Point out exactly what actions or qualities you value and why  • Make it timely – offer appreciation as close to the observed behavior as possible.  • Be genuine – ensure your appreciation is sincere and heartfelt.
When To Apply It	When individuals demonstrate effort, teamwork, creativity, or any other positive behavior that aligns with the team’s values and goals or that makes your work easier.

Coaching
What Is It?	Coaching resembles the guidance provided by coaches in sports. It involves offering suggestions aimed at enhancing an individual’s skills or performance. Whether it’s adapting to new responsibilities, refining existing skills, or navigating changing contexts, coaching empowers individuals to make adjustments and improvements.
Frequency	At least once a month
Tips For Managers	• Focus on growth – frame feedback as opportunities for learning and development rather than criticism. • Encourage self-reflection – prompt individuals to think about strategies they might experiment with and when they’ll try each strategy  • Provide actionable insights – offer specific suggestions and resources for improvement.
When To Apply It	When individuals are learning new skills, taking on new responsibilities, facing challenges, or seeking opportunities for growth and development.

Evaluation
What Is It?	Evaluation involves informing individuals about their performance relative to expectations, job descriptions, and set goals. It provides clarity on where individuals stand in terms of their job responsibilities and progress over time. Evaluative feedback helps individuals understand their strengths, areas for improvement and alignment with organizational objectives.
Frequency	At least 2 times a year, although quarterly is ideal
Tips For Managers	• Set clear expectations – ensure individuals understand the criteria against which they are being evaluated. • Be positive – evaluation can be positive, letting someone know their performance or contributions are right where they need to be • Provide opportunities for dialogue – allow individuals to ask questions and seek clarification on their performance.
When To Apply It	When conducting performance reviews, assessing progress toward goals, or providing feedback on specific tasks or projects.

Recognize that each type of feedback serves a distinct purpose – Appreciation should be frequent and abundant, fostering a culture of positivity and recognition. Coaching should be ongoing, providing support and guidance for continuous growth and improvement. Evaluation, while less frequent, offers clarity and direction regarding performance expectations and progress. By incorporating all three types of feedback into their approach, managers can create a supportive and developmental environment that empowers individuals to thrive and contribute effectively to the team’s success.

What are the different venues to give feedback? How should you adjust your feedback approach in each?

Annual Performance Reviews – annual reviews should encompass all three types of feedback: appreciation, coaching, and evaluation. Appreciation reinforces positive behaviors, coaching identifies areas for growth and development, and evaluation provides clarity on performance expectations and progress. These are best delivered in a more formal setting to ensure privacy and professionalism.

One-on-One Meetings – appreciation feedback should be the most frequent, followed by coaching. Evaluative feedback, while still important, can be integrated into these conversations in a less formal manner. This is best done as a conversation. Additionally, requesting employees to summarize feedback via email afterward allows for clarification and ensures mutual understanding.

Ad-Hoc Feedback – by nature, this varies in its composition. It may predominantly consist of appreciation or coaching, depending on the immediate circumstances. Regardless of the setting, the key is to maintain a balance between positive reinforcement and constructive guidance.

Employee Self-Evaluation – encouraging employees to conduct self-evaluations before formal feedback sessions can foster self-awareness and readiness for constructive dialogue. Self-aware employees are more receptive to feedback and may have already identified areas for improvement, making the feedback process smoother and more productive. Additionally, if employees are not self-aware of certain issues, addressing them during feedback sessions becomes crucial for fostering growth and addressing performance concerns.

How can people use a science-backed approach to give feedback to an underperforming employee?

Praise individuals before they demonstrate excellent work – research suggests preemptive praise is more impactful than praising once the work is done. By acknowledging and appreciating an employee’s positive attributes and contributions upfront, managers can foster a sense of recognition and motivation. This preemptive appreciation signals to the employee that their efforts are noticed and valued, creating a positive environment conducive to improvement.

Balance all three types of feedback – when providing feedback to an underperforming employee, it’s crucial to both recognize their strengths and discuss areas for improvement. Start by acknowledging a few specific positive impacts the employee has had on the team and valuable contributions they’ve made. However, it’s essential to clearly communicate the areas where improvement is needed and the expectations for growth.

Frame feedback for improvement – frame feedback in a way that encourages the employee to leverage their strengths to address areas of weakness. For example, highlight specific instances where the employee has excelled and explore how those same skills can be applied to areas needing improvement. This approach encourages self-reflection and empowers the employee to take ownership of their development journey.

Set clear expectations for employees – outline the expectations for improvement and provide actionable guidance on how the employee can enhance their performance. Collaboratively identify strategies and resources to support their growth and address any obstacles they may encounter. By setting clear expectations and offering support, managers can help underperforming employees navigate their development path effectively.

Engage in continuous follow-up – feedback to underperforming employees should not be a one-time occurrence. Schedule regular check-ins to monitor progress, provide ongoing support, and offer additional feedback as needed. This demonstrates a commitment to the employee’s growth and ensures accountability for improvement. Through consistent feedback and support, underperforming employees can make meaningful strides toward enhancing their performance and contributing positively to the team.

What are some research-backed approaches that managers can apply to giving effective feedback?

Stating Positive Intent
Research Insights	In a series of studies, participants were more receptive to unwelcome news when the feedback provider expressed a desire for a positive outcome beforehand. Conversely, when positive intentions weren’t explicitly stated at the outset, individuals tended to attribute negative intentions to the feedback provider, leading to defensiveness and resistance.
Impact of Positive Intentions	By articulating positive intentions before providing feedback, managers can create a more receptive and conducive environment for constructive dialogue. This simple yet powerful act helps mitigate the tendency for individuals to interpret feedback as criticism or negative judgment. Instead, it fosters an understanding that the feedback is offered with the genuine intention of supporting the individual’s growth and success.
Implementing Positive Intentions	When offering feedback, start by explicitly stating your positive intentions. Express a desire to support the individual’s development, improve their performance, or enhance their overall well-being. By framing feedback within the context of positive intentions, individuals are more likely to perceive it as constructive and beneficial, even if it involves addressing areas for improvement.
Example	Suppose you need to provide coaching to a manager about delegating tasks more effectively. Begin by acknowledging their workload concerns and expressing a desire to help them achieve a better work-life balance. Emphasize that the coaching is aimed at supporting their success and alleviating their workload, rather than criticizing their current approach. This approach sets a positive tone for the feedback conversation and encourages receptiveness to the coaching recommendations.
Conclusion	Stating positive intentions before giving feedback is a simple yet impactful strategy supported by research. By proactively framing feedback within a positive context, managers can enhance its effectiveness, promote open communication, and foster a culture of continuous improvement within their teams.

Re-Making the Feedback Sandwich
Research Insights	The feedback sandwich, a commonly known approach to giving feedback, involves starting with praise, delivering critical feedback, and ending with praise. However, research suggests that the effectiveness of the feedback sandwich actually lies in the detailed nature of the initial praise. Rather than offering vague or irrelevant appreciation, feedback givers should provide specific and detailed praise that demonstrates careful observation and recognition of the individual’s efforts or achievements.
Balancing Positive and Critical Feedback	While the traditional feedback sandwich emphasizes balancing positive and critical feedback, John’s findings indicate that the level of detail in the praise matters more than the sequence. Starting with detailed praise signals to the recipient that their efforts are valued and encourage receptiveness to the subsequent critical feedback.
Moving Beyond the Sandwich	In practice, feedback givers may choose to omit the final layer of praise if it risks diluting the impact of the critical feedback, especially for individuals who may overlook areas for improvement when focusing solely on positive remarks. Instead, ending with coaching and actionable steps for improvement can reinforce the constructive nature of the feedback conversation.
Adapting to the Recipient	Feedback delivery should consider the self-awareness and receptiveness of the recipient. For individuals who may fixate on positive feedback and overlook areas for development, transitioning directly to coaching can provide a clearer path forward and foster growth-oriented conversations.
Conclusion	While the feedback sandwich has been a popular approach to delivering feedback in the past, prioritizing detailed praise and adapting the feedback delivery to the recipient’s needs is more effective. Using this approach, feedback givers can facilitate more constructive and impactful feedback exchanges that promote growth and development.

Post-Meeting Write Up
Research Insights	Encouraging individuals to write up their key takeaways from feedback conversations fosters understanding, promotes alignment, and facilitates accountability. By addressing potential misinterpretations and establishing clear expectations for follow-up, feedback givers can maximize the effectiveness of their feedback efforts and support continuous development.
Sugarcoating Tendencies	Research suggests that managers tend to sugarcoat critical feedback, especially when it’s perceived as harsh or uncomfortable. By comparing the intended feedback with the recipient’s interpretation, discrepancies in understanding that arise with sugarcoating become apparent.
Opportunity for Clarification	While requesting a written summary may initially seem punitive or uncomfortable, it actually provides an opportunity for further clarification. Feedback givers can use these written summaries to gauge how the recipient has internalized the feedback, identify any areas of confusion or misinterpretation, and address them promptly.
Closing the Loop and Accountability	In addition to requesting written summaries, feedback givers should establish a clear timeline for follow-up discussions. By scheduling a follow-up meeting or setting a deadline for action steps, individuals are held accountable for addressing the feedback and making progress. This ensures that feedback conversations are not one-off occurrences but part of an ongoing dialogue focused on growth and improvement. It also shows the manager cares.
Conclusion	Requesting individuals to write up their top takeaways from a feedback conversation ensures clarity and alignment. Particularly in remote work settings or after lengthy discussions, summarizing key points in writing allows both parties to confirm their understanding and ensure that no crucial details were overlooked or misinterpreted.

Bias in Feedback
Research Insights	Research indicates significant gender bias in feedback, with white men often receiving the most favorable and specific feedback. On the other hand, women and employees of color tend to receive vague feedback, which lacks specificity and promotion-worthy language.
Vagueness in Feedback	Women are more likely to receive vague feedback, such as being described as “helpful” or “a team asset,” whereas men receive more specific and promotion-oriented feedback, such as being labeled as “visionary” or a “game changer.” For every 100 words of praise a white man receives, a black man gets 66. This discrepancy can impact promotion decisions, as leadership qualities are often valued over helpfulness.
Actionable Coaching	Men typically receive more actionable coaching compared to women, with feedback provided in greater detail and clarity. Specific guidance on areas for improvement and the potential impact of these improvements is often lacking in feedback given to women, resulting in a disadvantage in career advancement.
AI Bias-Reducing Tools	AI tools are being built to mitigate bias in feedback, but they have shown limited effectiveness. These tools may not adequately address existing biases and can sometimes exacerbate stereotypes and disparities in feedback. Furthermore, they may inadvertently introduce unnecessary criticisms or inaccuracies based on stereotypes in the data that these large language models use.
Conclusion	Addressing bias in feedback is crucial for promoting equity and fairness in the workplace. Organizations should strive to provide specific, actionable, and promotion-worthy feedback to all employees, regardless of gender, race, or ethnicity, to ensure equal opportunities for career advancement and growth.

Psychological Safety and Feedback Sharing
Researcher	Adam Grant
Research Insights	Recent research conducted by Adam Grant explored strategies to enhance psychological safety and promote effective feedback exchange in organizations. They found that simply asking for feedback may not be sufficient to create a culture of openness and trust. The research compared two approaches: feedback seeking and feedback sharing. Feedback seekers directly asked their teams for feedback on their performance, while feedback sharers shared personal experiences of receiving and acting on feedback.
Challenges in Feedback Culture	Many leaders face challenges in soliciting feedback effectively, especially in environments where psychological safety is lacking. Employees may fear repercussions for raising concerns or offering constructive feedback.
Importance of Psychological Safety	Psychological safety, a concept pioneered by Amy Edmondson, refers to the belief that one will not be punished or humiliated for speaking up with questions, concerns, or ideas. Establishing psychological safety is crucial for fostering a culture where feedback is freely given and received.
Findings	Initially, feedback seekers experienced a temporary increase in psychological safety and received substantial feedback from their teams. However, this effect diminished over time, and psychological safety declined. In contrast, feedback sharers demonstrated sustained high levels of psychological safety and continued to receive feedback over the long term.
Benefits of Feedback Sharing	Feedback sharing fosters vulnerability and transparency among leaders, normalizing the process of receiving and acting on feedback. By sharing personal experiences of receiving feedback, leaders demonstrate openness and receptivity to criticism, which encourages team members to provide feedback more freely
Conclusion	Instead of merely asking for feedback, leaders should actively share their experiences of receiving and acting on feedback. By demonstrating vulnerability and a willingness to learn from mistakes, leaders can create a culture of psychological safety where feedback is valued and freely exchanged. This approach promotes continuous improvement and strengthens trust within the team.

What are the most important things to get right?

Express positive intentions – be specific and genuine in expressing your positive intentions for the individual’s growth and success. This helps build trust and openness in the feedback exchange process.

Offer praise and appreciation – people often crave acknowledgment and recognition for their efforts. Offer sincere praise and appreciation for the individual’s accomplishments, leadership qualities, and progress, even before reaching major milestones.

Provide specific feedback – instead of vague or general feedback, offer specific praise and appreciation for actions or behaviors that align with organizational goals and values or that move the team forward. Recognize instances of leadership, initiative, and progress, highlighting their impact and significance.

Encourage growth and development – use feedback as an opportunity to encourage continuous growth and development. Provide constructive feedback aimed at helping the individual improve their skills, overcome challenges, and achieve their goals.

Create a culture of appreciation – foster a culture of appreciation within the organization by consistently recognizing and celebrating the contributions and achievements of team members. Encourage leaders and employees alike to express gratitude and acknowledge each other’s efforts.