We’ve all been on the receiving end of feedback that left us deflated, confused, or even annoyed. Maybe it was vague: “You need to do better.” Maybe it was overly harsh. Or perhaps it was so sugar-coated you weren’t even sure what the message was.
As leaders, giving feedback is one of the most important tools we have. Done well, it inspires growth, strengthens relationships, and drives better performance. Done poorly, it can crush confidence, fuel resentment, or shut down communication altogether.
Whether you’re stepping into leadership for the first time or have decades of experience, mastering the art of feedback is a game-changer.
Feedback isn’t just about correcting mistakes—it’s about helping people see themselves more clearly so they can grow. It acts as a mirror, reflecting both strengths and areas for improvement.
When leaders deliver feedback effectively, it can:
Build trust – showing you care enough to invest in someone’s development.
Boost performance – clarifying expectations and guiding improvement.
Encourage learning – helping people experiment, reflect, and stretch beyond their comfort zones.
Shape culture – creating a team environment where openness and growth are the norm.
In short, feedback isn’t a “nice-to-have.” It’s a leadership superpower.
Of course, if it were easy, everyone would do it well. Leaders face a few common challenges:
1. Fear of conflict
Emerging leaders especially worry that feedback will damage relationships or upset people. This often leads to avoidance—or watered-down messages that don’t land.
2. Time pressures
In the rush of deadlines, feedback becomes an afterthought. Leaders default to quick comments like “Good job” or “Fix this,” which lack depth.
3. Emotional reactions
Feedback can trigger defensiveness, embarrassment, or frustration. Leaders need to manage not only what they say, but also how the other person might feel.
4. Overemphasis on negatives
Some leaders only give feedback when something’s wrong. This skews perception and makes people dread feedback instead of valuing it.
So, how can leaders turn feedback from a dreaded chore into a constructive, even empowering, experience? These principles apply across the board:
1. Be specific and clear
Instead of “You need to improve your communication,” try: “In yesterday’s client meeting, you spoke very quickly and skipped key details. Slowing down and outlining the main points first would help.”
2. Focus on behaviour, not personality
Keep feedback tied to observable actions, not character traits. Say “The report was missing the financial summary,” not “You’re careless.”
3. Balance positive and constructive
Don’t fall into the “compliment sandwich” trap (praise–criticism–praise). Instead, recognise strengths genuinely, and frame improvement areas as opportunities for growth.
4. Be timely
Feedback works best when it’s fresh. Waiting weeks makes it harder for the person to connect feedback with behaviour.
5. Invite dialogue
Feedback shouldn’t be a one-way lecture. Encourage reflection with questions like: “How do you feel that presentation went?” or “What would you do differently next time?”
Sometimes having a structure helps. Here are two simple models:
The SBI Model (Situation – Behaviour – Impact)
Situation: “In yesterday’s team meeting…”
Behaviour: “…you interrupted Sarah several times…”
Impact: “…which made it harder for her to share her perspective.”
This keeps feedback grounded in facts, not feelings.
Feedforward Approach
Instead of only looking back, suggest future-focused actions.
“Next time you lead a briefing, try pausing after each point to check understanding. That will keep the team aligned.”
Feedforward feels less like criticism and more like coaching.
Imagine you’re mentoring a new team member who gave a shaky client presentation.
Unhelpful feedback: “That wasn’t great. You need to improve your presentation skills.”
Effective feedback: “During the presentation, you rushed through the data slides, which made it hard for the client to follow. Next time, try pausing after each key point and checking in with the client to see if they have questions. That will help you connect more strongly.”
The second approach is specific, constructive, and supportive—it points the way forward without damaging confidence.
At its best, feedback is a gift. It’s not about fault-finding—it’s about helping people unlock their potential.
Leaders who give effective feedback create teams that are more resilient, capable, and self-aware. And perhaps most importantly, they build cultures where people feel safe to learn, experiment, and grow.
So here’s your challenge this week: the next time you see an opportunity for feedback, don’t let it slide. Take a breath, ground yourself in specifics, and deliver it with the intent to build, not break. Chances are, your team will thank you—not just for what you said, but for the fact that you cared enough to say it.