How To Use Feedback Loops In Communication Audits

Feedback is a loop, but we often keep it open-ended. Closing the loop is more than a simple "thank you for giving me the feedback." That's merely a dead end. Feedback isn't an event, it should be an ongoing partnership for growth. How do you make that happen? By applying feedback and following up with this three step process: Step 1: Change the way you ask for feedback. Instead of simply asking "what feedback do you have," get more specific in what you're asking for up front, so you can focus the other person's attention to what you need (e.g. I'd really like your feedback on the overall flow of that presentation and what made it easy or difficult to absorb). Then look for the one thing you can take and apply. This approach makes it easier to get valuable, actionable feedback, even if there are elements you disagree with. Step 2: Proactively set a date to action on the feedback and even follow up. When can you implement a first step? How will you re-connect to provide an update? Discuss that plan with the other person. Step 3: When that date hits, share the following: "Because of your feedback, I did x, and this is what I've observed as a result. What have you noticed?" We leave conversations unfinished and open-ended every single day, like strands of string dangling everywhere. It's time to start creating loops - professionally and personally. #ignitedbyjordana #feedback #leadership #communication #closetheloop

“We have an anonymous email inbox where people can send in their questions and concerns.” “Okay… and how many have sent in their questions and concerns so far?” “No one.” This is a common story: 1. Transformation office has the great intention of getting two-way feedback (many don’t even get here, so getting to this step 1 is an achievement in itself) 2. Sets up two-way feedback loop 3. Doesn’t get any two-way feedback 4. Conclusion is that people have no questions or concerns 5. Stops doing two-way feedback loop But from what I’ve seen in companies that get it right, it’s not about setting up A two-way feedback loop - it’s about setting up the RIGHT KIND of two-way feedback loop. This is the triple-I method I’ve seen generates the most amount of two-way feedback during change and transformation initiatives: ⚡️ Instant   You need to enable instant feedback, directly in the flow of where they are receiving the communications and enablement or where the change happens. If people need to go elsewhere (like sending an email) or wait a few days on a survey to share their feedback, you’ve already lost 90% of it. 💬 Interactive No one likes sending something into an anonymous black hole and not knowing where it goes. There’s a reason LinkedIn gets more traction than your intranet - it’s social, people discuss between each other, you see others’ replies. It’s not static and one-way - it’s live and interactive. Apply the best principles from social media into your feedback loops. 👋 Informal “Please share your feedback in this short 15-minute survey” generates lower engagement than “hey, what did you think of this?” in 10/10 cases. You want to make it informal, casual and high frequency above the formal quarterly NPS survey. Informality (and humanity) is also the #1 antidote to survey fatigue. These 3 I’s are really the only way to do it that I’ve seen leads to that 4th I you’re looking for: Insights. 

If your feedback loop relies on a quarterly survey, you're already behind. You’re not getting feedback. You’re getting DELAYS. Here’s the truth: Most “feedback systems” are broken because they’re reactive, infrequent, and filtered through fear or formality. And when feedback is weak, you lose innovation, slow down execution, and risk your best people walking out the door, silently. Here’s what a real feedback system looks like inside a high-functioning business: 1. You gather feedback constantly, not occasionally: Quarterly surveys are too slow for modern teams. ↳ Use weekly pulse checks (2–3 questions max) that measure emotional temperature and spot early friction. ↳ Add always-on channels like anonymous forms or Slack suggestions. 2. You make giving feedback low-friction and low-risk: People won’t speak up if it feels risky or pointless. ↳ Encourage micro-feedback during standups or async check-ins. ↳ Build a norm of “feedback is a gift,” not an attack. Leadership must model this. 3. You close the loop every single time: Feedback dies when it disappears into the void. ↳ Create a system where every piece of input is acknowledged, reviewed, and responded to (even if it’s a no). ↳ Share key learnings publicly, so your team sees impact. 4. You turn complaints into systems: Every complaint is a systems problem in disguise. ↳ Instead of patching symptoms, document root causes and update processes accordingly. When companies build feedback systems that run like clockwork: ✅Engagement increases. ✅Blind spots shrink. ✅Execution speeds up. When they don’t, problems fester and top performers quietly check out. If you want to build a resilient, high-growth business, you must create systems that live outside of people’s heads, and inside a clear, shareable structure. I created a free guide to help you set up feedback systems that actually work, so you can catch problems early, boost team engagement, and stop losing great talent. Link is in the comment section below. This is exactly what I help small business owners and busy leaders do; build feedback loops and systems that make their businesses run smoother and grow faster. #systems #leadership #business #strategy #ProcessImprovement