Enhancing Employee Feedback Systems

In my first year as a manager I alienated one of my reports by giving him too much feedback in a direct and pointed way. The feedback was "right" but delivered to bluntly and thus unwelcome. Just because you “can” give feedback doesn’t mean you should. The power of your feedback comes from the trust you build with your reports. Here is how you can build it: The most important thing to understand is that even if you have the institutional authority to deliver this feedback (your title), you need the relational authority before you can deliver it effectively. Read this line again please - doing so will help you avoid either giving pain or making problems for yourself (I did both). This means that your reports need to trust and respect you before they will listen to any feedback you give. You can build this trust and respect by: 0) Being Empathetic I was too blunt. I thought that only being right or wrong mattered, not how I said things or the judgment in my tone and words. I lacked Emotional Intelligence (EQ). How you say things matters, and this means not just the words you say but the real intent behind them. My intention in that early review was not truly focused on helping the person, but rather on scolding him into better behavior. I'm not surprised he reacted poorly to it. 1) Being Consistent Good managers are consistently giving feedback—both bad and good—to their reports. Make sure you are recognizing and acknowledging your employees’ strengths as much (or more) than you are pointing out their areas for improvement. This will make them feel comfortable with you pointing out room for improvement because they know you see them for more than their flaws. 2) Never surprise someone with a review. This is related to point 1. If you are consistently giving small pieces of feedback, a more serious piece of negative feedback should not blindside your employee. They should know that it is coming and understand what the issue is. 3) Deliver corrective feedback ASAP, and use clear examples. As soon as you see a pattern of behavior that needs to be addressed, address it using clear evidence. This gives the employee the chance to reflect on the behavior while it is still fresh in their minds, not months later when their review comes around. 4) Check in to confirm that you are being heard correctly Ask the employee if they understand the feedback you are giving and why you are giving it. 5) Be specific enough to drive change The more specific behaviors and examples you can use to support your feedback, the better your employee can understand that you aren’t speaking from a place of dislike or bias. This also gives them more concrete references to inform their behavior change. Readers—What other ways do you build a relationship before giving feedback? (Or, how have you messed this up?)

An open door means nothing if people don't feel safe walking through it. Most leaders struggle with team communication. Not because they're bad leaders— But because they mistake silence for everything being fine. Silence hides your biggest risks. If you see even one of these signals, pay attention: 1. The sudden drop in questions → When "any questions?" gets zero response That's fear, not clarity 2. The quick "yes" to every proposal → When pushback disappears overnight You've lost the real conversations 3. The "everything's fine" updates → When status reports are too perfect Problems are hiding in plain sight 4. The private back-channels → When feedback comes through others Direct trust is broken 5. The missing disagreements → When was the last time someone challenged you? Harmony isn't always healthy Here's what actually works: 1. Ask Better Questions → Not: "How's everything going?" → But: "What obstacle should I know about?" → And: "What would you do differently?" 2. Create Multiple Channels → Schedule skip-level meetings → Set up anonymous feedback loops → Use async channels for timely inputs 3. Go Where They Are → Walk the floor (or virtual rooms) → Join project channels → Show up in their space, not yours → Engage with those whom you haven't heard from Most importantly: Act on what you hear—even if you disagree. Nothing kills trust faster than ignored input. When people see their input matters, they'll give you more of it. Leadership is active, not passive. Stop waiting. Start seeking. 💬 Leaders: What other listening mechanisms work for you? ---- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts

Underrated leadership lesson: Be radically transparent. Feedback shouldn't happen just once a year. It should be a daily, continuous loop. During my 10 years at Bridgewater, I received 12,385 pieces of feedback. And, it wasn't just reserved for formal reviews. Feedback was given LIVE throughout the day. In the middle of a presentation? Feedback. Right after answering a question? Feedback. Truthfully, as an employee, I didn't always love it. But I valued it. After all, they're called blind spots for a reason. This was all the result of one key principle: Radical transparency. A system that integrates candid feedback into daily work life, Allowing employees to constantly assess and be assessed. Here's why it works: ✅ Good thinking and behavior increase ↳ Processes improve when logic is analyzed in real time. ✅ High standards are maintained  ↳ Problems get fixed faster when everything is visible. ✅ No more workplace hierarchies ↳ Continuous improvement happens when everyone is accountable. It's a principle that didn't just change my resilience to feedback. It completely transformed my leadership as a whole. So managers, Consider implementing radical transparency for these 7 reasons: 1. Faster problem-solving ↳ Small issues are easier to fix than big ones. 2. Openness saves time ↳ Less time wasted on gossip and tracking information. 3. Accelerated learning  ↳ Teams grow faster when they understand each other’s thinking. 4. Long-term success ↳ Ongoing feedback improves leadership and the organization. 5. Building an idea of meritocracy ↳ Transparency builds trust and rewards good ideas. 6. Reduced workplace inefficiencies ↳ Open communication cuts wasted time and confusion. 7. Proactive issue resolution ↳ Fixing small problems early prevents bigger ones. While getting scores live in the mid-presentation may not be for everyone: Becoming more transparent has real, tangible benefits, And can put you on a streamlined path to success. Leaders - are you brave enough to try it? ♻️ Repost to help other leaders become radically transparent. 🔔 And follow Dave Kline for more. 

Q. Is a "feedback sandwich" still a best practice? (a word of praise followed by constructive feedback, then more praise)? A. No. When a "feedback sandwich" is effective it's not because of the "sandwich" format. It's because there is already enough trust established between the manager and the employee that the employee can accept the manager's suggestions easily - meaning the "sandwich" wasn't even necessary. The reason so much managerial feedback is badly received by employees is not because of the way it's delivered. It's because the relationship between the manager and the employee isn't strong enough. We easily accept feedback from people we trust - like a family member or good friend. A manager can establish that level of trust by being someone employees look up to and respect. It takes time to build trust but it's absolutely worth it. When your teammates trust and respect you, it's because you trust and respect them too. When you reach that point, they'll not only listen to your feedback, they'll ask for it. For years managers have been taught that certain words or phrases or techniques like the "feedback sandwich" will help their feedback be better received, but this is bad advice. It goes counter to everything we know about people. If the reason you're able to give feedback is because you're the manager and they are not - an unequal power relationship - your feedback is not likely to do any good. It can easily damage your relationships even further. Trust is the key. Someone has a PTO request? Make it your highest priority to approve it. Someone needs you to look at a document? Do it as quickly as you can. There's no mystery about how to build trust on your team. The problem is that in many organizations they don't talk about this topic. They don't give it much importance. They assume that being a manager is enough. You're the manager, so employees must listen to you. But it's not true. If there's too little trust, your feedback will feel like a threat. With trust in the mix, you'll address anything that needs to be shared in the moment, like this: YOU: Sandy, what was the story with that Acme Explosives thing? SANDY: Oh, they have a new Receiving person who didn't see the Priority code on the bill of lading. We got it straightened out. YOU: Great, thanks. Somebody at Acme was hot about it. Leo, I think? He called me. I talked him down but he wasn't thrilled. SANDY: He's the Receiving manager. Thanks for talking to him. YOU: What can we do when that kind of thing happens, to avoid a small problem blowing up? SANDY: I got too worked up. I was trying to help the new Receiving guy but I guess he was nervous about making a mistake, so he was defensive and I was too harsh. That's my bad. Sorry about that. YOU: Okay, no problem, do I need to do anything else? SANDY: No, I'll shoot Leo an email and copy you in. I know what to say. YOU: Tremendous, thanks!

If your feedback isn't changing behavior, you're not giving feedback—you're just complaining. After 25 years of coaching leaders through difficult conversations, I've learned that most feedback fails because it focuses on making the giver feel better rather than making the receiver better. Why most feedback doesn't work: ↳ It's delivered months after the fact ↳ It attacks personality instead of addressing behavior ↳ It assumes the person knows what to do differently ↳ It's given when emotions are high ↳ It lacks specific examples or clear direction The feedback framework that actually changes behavior: TIMING: Soon, not eventually. Give feedback within 48 hours when possible Don't save it all for annual reviews. Address issues while they're still relevant. INTENT: Lead with purpose and use statements like - "I'm sharing this because I want to see you succeed" or "This feedback comes from a place of support." Make your positive intent explicit. STRUCTURE: Use the SBI Model. ↳Situation: When and where it happened ↳Behavior: What you observed (facts, not interpretations) ↳Impact: The effect on results, relationships, or culture COLLABORATION: Solve together by using statements such as - ↳"What's your perspective on this?" ↳"What would help you succeed in this area?" ↳"How can I better support you moving forward?" Great feedback is a gift that keeps giving. When people trust your feedback, they seek it out. When they implement it successfully, they become advocates for your leadership. Your feedback skills significantly impact your leadership effectiveness. Coaching can help; let's chat. | Joshua Miller What's the best feedback tip/advice, and what made it effective? #executivecoaching #communication #leadership #performance

If feedback always feels uncomfortable, here’s one way to shift the dynamic. I talk to a lot of managers, and one common frustration I hear is this: “My direct report just can’t take feedback.” But sometimes, the challenge isn’t about receiving feedback. It’s about not knowing how to invite it in. If that’s ever been you, here’s something simple you can try: Be the one to ask first. Instead of waiting for vague, reactive feedback, try getting specific. Say something like: "Hey, I’m trying to stay more organized while managing this project. From your perspective, am I on track—or are there things I could tighten up?" Now your manager has something clear to respond to. If they do point out areas to improve, chances are, they’ll also offer something concrete to help you get better. Even better? They’ll likely see you as self-aware, proactive, and open to growth—even if you’re asking about something you struggle with. That small shift not only changes the tone of the conversation—it builds trust. Because asking for feedback isn’t just about improving performance. It’s about showing up with ownership. Have you tried this approach before? Or do you have a tip that’s helped you give or receive feedback more easily? Drop it in the comments, I’d love to hear what’s worked for you.

Your employees have wishes. Not for ping-pong tables or pizza Fridays, but for a small shift in your leadership. Unfortunately they probably aren't going to tell you what they really need. According to research, 58% avoid giving honest feedback to their boss—because they don’t believe it will make a difference (SHRM, 2023). Their silence isn’t compliance, or lack of engagement. It’s protection. Fear of retaliation, power dynamics, or simply not wanting to "rock the boat" prevents employees from speaking up. How you can grant your employees' wishes without magic wands? Here are five powerful shifts. 🌟 1. Lead from clarity. When priorities shift weekly, employees get lost in the fog. They don’t need the full strategy brief—but they do need to understand the why behind the change. 👉 What to do: Pause before pivoting. Write out your reasoning. If you can’t explain it clearly, the team won’t follow it confidently. Clarity fuels progress. 🌟 2. Keep your promises. Even small promises—“I’ll get back to you next week”—carry weight. When those are forgotten, trust begins to unravel. 👉 What to do: Calendar your commitments. Follow through, or circle back if something shifts. When your word holds weight, so does your leadership. 🌟 3. Invite their perspective. Your employees have insights you can’t see from the top. But if disagreement feels dangerous, those insights stay buried. 👉 What to do: Normalize feedback. Encourage respectful dissent. Create safe ways to speak up. Your best ideas might be stuck behind a culture of silence. 🌟 4. See them and the value they bring. People want to contribute more than what's in their job description. They want to make a difference, but you have to pay attention. 👉 What to do: Ask for their ideas. Celebrate them when they step up. Example: At Diageo, a multinational beverages giant, employees saved $7.8M just by sharing what they already knew. 🌟 5. Build trust with your actions. Trust doesn’t come from slogans or values painted on the wall. It comes from the way you show up—especially in the small moments. 👉 What to do: Be present. Listen more than you speak. Acknowledge gaps. Every interaction is a chance to either build trust—or burn it. ✨ Conclusion According to Gallup, companies that actively seek employee feedback experience 14% higher productivity and 21% higher profitability. No fairy dust required. One small but powerful action is more sustainable than Ping Pong Tables and Pizza. Do you have more to add? Let’s learn from each other 👇 #LIPostingDayApril  #Leadership  

Feedback can turn an average organization into a powerhouse. 📈  As a Chief Executive, harnessing effective feedback loops is key to driving continual improvement and alignment.  Here’s how to do it: 1. Set Clear Objectives: What are you aiming for? Whether it’s boosting team performance or uplifting product quality, clarity is essential. 2. Cultivate Open Communication: Foster an environment where all voices are heard. Regular meetings or digital platforms can bridge communication gaps. 3. Schedule Regular Check-Ins: One-on-ones and team meetings keep the pulse on progress and challenges, enabling timely realignments. 4. Leverage Surveys: Use surveys or questionnaires to extract valuable insights from employees and stakeholders. This data can highlight areas needing attention. 5. Act on Feedback: Analyzing feedback is just the start; implementing change communicates that feedback is respected and valued. 6. Build a Feedback Culture: Acknowledge and reward constructive feedback. When leaders exemplify its importance, it becomes a norm. 7. Use Technology Wisely: Feedback tools streamline processes, ensuring efficiency and impact. 8. Invest in Training: Equip your team with skills to deliver feedback that’s constructive, not discouraging. Master these steps and watch your organization's culture and performance soar. Ready to dive deeper into any particular step? Let’s discuss! For more posts like this, follow me @ https://lnkd.in/gnrwyZtR

This report is a wake-up call. 23,000 performance reviews exposed 👇 The Language Gap: ↳ Women hear "emotional" 2.5x more ↳ "Abrasive" 3x more ↳ "Bossy"? Almost always directed at women ↳ "Unlikeable" 4x more The Real Business Impact: ↳ Innovation stifles ↳ Psychological safety shatters ↳ Top performers leave quietly ↳ Potential is squandered But here's the twist: It's not about blame. It's about better business. 5 Data-Backed Solutions: 1. Zero-Tolerance Policy ↳ Ban subjective personality descriptions 2. AI-Powered Screening ↳ Flag biased language before it hits 3. Structured Templates ↳ Guide feedback with objective metrics 4. Leadership Training ↳ Focus on behavior, not personality 5. Regular Audits ↳ What gets measured gets fixed The data is clear: Better feedback = Stronger teams = Higher performance Ready to upgrade your leadership? Start here. Tag a leader who needs to see this 🎯 Do you agree? Let me know ⬇️ — ♻️ Repost if you believe in better leadership! ➕ Follow me (Leonardo Freixas) for more. Source: Textio Performance Review Language Study (2024)

If someone is surprised by the feedback they receive, this is a management failure. After witnessing multiple instances of this failure at Amazon, we realized our feedback mechanism was deeply flawed. So, we fixed it. In order for the organization to perform at its highest, employees need to know not only what is expected of them, but also how those expectations will be measured. Too often, managers assume that capable people will simply “figure things out,” but this is difficult and destined to fail without explicit expectations and continuous feedback. I remember the experience of an employee we can call “Melinda.” She had been a strong performer for two years before she transitioned into a new role on another team. She attacked the new opportunity with enthusiasm, working long hours and believing she was on the right track. Then, her manager expressed concerns about her performance and the criticism came as a shock. The feedback was vague, and there had been no regular check-ins or early signs to help her course-correct. This caused her motivation to suffer and her performance declined significantly. Eventually, she left the company. Afterward, we conducted a full review and we discovered that Melinda’s manager had never clearly articulated the expectations of the new role. Worse, her previous achievements had been disregarded in her evaluation. The system had failed her. This incident was not isolated. It illustrated a pattern. It revealed broader gaps in how we managed performance transitions and feedback loops. So, in response, we developed and deployed new mechanisms to ensure clarity from day one. We began requiring managers to explicitly define role expectations and conduct structured check-ins during an employee’s first 90 days in a new position. We also reinforced the cultural norm that feedback must be timely, specific, and actionable. These changes were rooted in a core principle of leadership: you have to make others successful too. Good management does not involve catching people off guard or putting them in “sink or swim” situations. When employees fail because expectations were unclear, that failure belongs to the manager. The best thing to do when you see those failures is to treat them as systems to improve. That’s how you build a culture of high performance.