Performance Review Feedback That Actually Drives Change

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

In my 18 years at Amazon, I've seen more careers transformed by the next 2 weeks than by the other 50 weeks of the year combined. It's performance review season. Most people rush through it like a chore, seeing it as an interruption to their "real work." The smartest people I know do the opposite: they treat these upcoming weeks as their highest-leverage opportunity of the year. After handling over fifty feedback requests, self-reviews, and upward feedback 𝘢𝘯𝘯𝘶𝘢𝘭𝘭𝘺 for nearly two decades, I've learned this isn't just another corporate exercise. This is when careers pivot, accelerate, or stall. Your feedback directly impacts compensation, career trajectories, and professional growth. Your self-assessment frames how leadership views your entire year's work. This isn't busywork—it's career-defining work, but we treat it with as much enthusiasm as taking out trash. Here's how to make the most of it: 𝗚𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗼𝘁𝗵𝗲𝗿𝘀 𝘄𝗼𝗻'𝘁 - Ask yourself: "What perspective am I uniquely positioned to share?" Everyone will comment on the obvious wins and challenges. Your job is to provide insights others miss, making your feedback instantly invaluable. 𝗗𝗲𝗳𝗲𝗮𝘁 𝗿𝗲𝗰𝗲𝗻𝗰𝘆 𝗯𝗶𝗮𝘀 - I keep a living document for every person I work with. When something feedback-worthy happens—good or challenging—it goes in immediately. No more scrambling to remember projects from months ago. This ensures specific, timely examples when needed. 𝗠𝗮𝘀𝘁𝗲𝗿 𝘆𝗼𝘂𝗿 𝘀𝗲𝗹𝗳-𝗮𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁 - Don't just list tasks—craft a narrative. Lead with behaviors that drove impact. Show your growth in handling complex situations, influencing across teams, and making difficult trade-offs. Demonstrate self-awareness by acknowledging areas where you're actively improving. 𝗙𝗼𝗿 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘁𝗼 𝘆𝗼𝘂𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗿 - They receive little feedback all year. Focus on how they help you succeed and specific ways they could support you better. Make it dense with information—this might be their only chance to learn how to serve their team better. 𝗢𝗻 𝗴𝗶𝘃𝗶𝗻𝗴 𝗰𝗼𝗻𝘀𝘁𝗿𝘂𝗰𝘁𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 - The difference between criticism and valuable input is showing you genuinely want the other person to succeed. When that intention shines through, you don't need to walk on eggshells. Be specific about the behavior, its impact, and how it could improve. 𝗥𝗲𝗰𝗲𝗶𝘃𝗶𝗻𝗴 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘄𝗲𝗹𝗹 𝗶𝘀 𝗮 𝘀𝘂𝗽𝗲𝗿𝗽𝗼𝘄𝗲𝗿 - Good constructive feedback often feels like an insult at first. But here's the mindset shift that changed everything for me: feedback is a gift. It's direct guidance on improvement from those who work closest with you. When you feel that defensive instinct rise, pause and focus on understanding instead. Here's your challenge: This year, treat performance review season like the most important work you'll do. Because in terms of long-term impact on careers—both yours and others'—it just might be.

If I hear one more manager say "I gave them feedback, but they didn't do anything about it..." I'm going to scream. The problem is most "feedback" isn't feedback at all. It's venting disguised as leadership development. Here's what BAD feedback sounds like: ❌ "You need to communicate better" ❌ "Your attitude has been off lately" ❌ "You're not being strategic enough" ❌ "You need to step up your game" ❌ "This isn't working" THAT'S NOT FEEDBACK! None of this helps anyone IMPROVE. It just makes YOU feel better for "addressing it." There are only 2 kinds of feedback that ACTUALLY change performance: 1️⃣ System Feedback "When you send emails without context, I have to schedule 3 follow-up meetings to get clarity. Can you include background and next steps in future emails?" 2️⃣ Behavioral Feedback "In yesterday's client call, you interrupted Sarah twice when she was explaining the timeline. The client looked confused. Next time, let her finish, then build on her points." The difference? Bad feedback = Vague judgment about who they are Good feedback = Specific observation about what they did Bad feedback makes people defensive. Good feedback makes people better. Stop telling people they're wrong. Start showing them exactly what to do differently. And here's the part that'll make you uncomfortable: If your feedback isn't changing behavior, the problem isn't them. It's your feedback. What's the worst piece of "feedback" you've ever received? Tell me about it below so I don't pull my hair out thinking it's just me👇

As an EY Partner, I gave feedback to thousands. Master the art of feedback - skyrocket your leadership: Bad feedback creates confusion. Good feedback sparks growth. Use the CSS (Clear, Specific, Supportive) framework to make your feedback land without friction. No more awkward silences or sugarcoating disasters: 1. Give positive feedback that actually feels valuable. ❌ Don’t say: “Great job!” ✅ Instead say: “Hey [Name], I really liked how you [specific action]. It made a real impact on [outcome]. Keep doing this—it’s a game-changer.” Why it matters: → Reinforces what actually works 2 Address underperformance without demotivating. ❌ Don’t say: “You need to improve.” ✅ Instead say: “I appreciate your effort on [project]. One area to refine is [specific issue]. A great way to improve would be [solution or resource]. Let’s check in next [timeframe] to see how it’s going.” Why it works: → Pinpoints the issue without personal criticism 3. Redirect someone without crushing their confidence. ❌ Don’t say: “This isn’t what I wanted.” ✅ Instead say: “I see where you were going with [work]. One way to make it even stronger is [specific suggestion]. What do you think about this approach?” Why it works: → Keeps feedback constructive, not critical 4. Push back on an idea (without sounding like a jerk). ❌ Don’t say: “I don’t think this will work.” ✅ Instead say: “I see the thinking behind [idea]. One challenge I foresee is [issue]. Have you considered [alternative approach]? Let’s explore what works best.” Why it works: → Keeps it a discussion, not a shutdown 5. Handle conflict without escalating it. ❌ Don’t say: “You’re wrong.” ✅ Instead say: “I see it differently—here’s why. Can we walk through both perspectives and find common ground?” Why it works: → Creates space for solutions, not arguments 6. Help someone level up their leadership. ❌ Don’t say: “You need to be more of a leader.” ✅ Instead say: “I see a lot of leadership potential in you. One way to step up is by [specific behavior]. I’d love to support you in growing here—what do you think?” Why it works: → Focuses on potential, not deficits 7. Coach someone who is struggling. ❌ Don’t say: “You need to step up.” ✅ Instead say: “I’ve noticed [specific challenge]. What’s getting in the way? Let’s find a way to make this easier for you.” Why it works: → Focuses on support, not blame 8. Give feedback to a peer without sounding like a boss. ❌ Don’t say: “You should have done it this way.” ✅ Instead say: “I had a thought—what if we tried [alternative]? I think it could help with [goal]. What do you think?” Why it works: → Encourages shared ownership of improvement 9. Close feedback on a high note. ❌ Don’t say: “Just fix it.” ✅ Instead say: “I appreciate the work you put in. With these adjustments, I know it’ll be even better. Looking forward to seeing how it evolves!” Why it works: → Ends on a motivating note — ♻️ Repost it to help others grow.