The Importance of Feedback at Work: Key Steps to Get It Right

The Importance of Feedback at Work: Why It Is Hard to Get Right
Without consistent and effective feedback it is almost impossible to fully align individual and team performance with broader business goals in a way fosters employee engagement and continuous improvement. The good news is that employees who receive frequent feedback are twice as engaged and three times less likely to quit.  Despite the importance of feedback at work, however, the power of effective feedback is vastly underutilized. Our organizational culture assessment data found that a lack of feedback at work is a company-wide problem for most organizations.

• Individual Contributor Feedback
  According to Gallup, only 20% of employees say they receive weekly feedback from their managers. Yet 50% of managers think that they provide weekly feedback to their direct reports.

  Our situational approach to leadership experts believe that all people leaders need to invest the time to be more explicit about their expectations and better about giving both positive and negative feedback. Even though new managers are afraid of creating over confidence or demotivating people, people need to know where they stand; otherwise, they feel ignored, unappreciated, and disengaged.

  Are your leaders consistently giving people enough feedback?

• Manager Feedback
  Not surprisingly, managers also struggle with a lack of feedback. We know from people manager assessment center data that almost half of managers report that they do not get enough feedback from their bosses.  This is a leadership mistake.  Middle managers are responsible for operationalizing strategies and building high performing teams.

  Are your middle managers getting enough clear and timely communication from senior leaders that they need to set their teams up for success?

• Senior Leader Feedback
  McKinsey found that as executives become more senior, they are less likely to receive constructive performance and strategic feedback. That is a waste.  We know from action learning leadership development participants that leading others is a high stakes endeavor that requires the ability to quickly learn, adapt, and adjust — and to help those around them to do the same.

  How are you helping to support and grow your senior leadership team?

Top Barriers to Effective Feedback at Work
We know from new manager training participants that, despite its value, feedback is not always delivered or received effectively. Common barriers from employee engagement action results include:

• Lack of Bandwidth
  With many leaders expected to be player-coaches, managers struggle to find the time to lead, manage, and coach because they have their own set of deliverables.
• Fear of Conflict
  Without the prerequisite level of psychological team safety, leaders and peers may hesitate to provide constructive feedback out of concern for causing discomfort or damaging relationships.
• Lack of Customized Training
  Many professionals lack the communication essentials to deliver feedback constructively or receive it with an open mind.
• Infrequent Feedback
  Annual performance reviews alone are insufficient. Employees need regular, real-time, and frequent feedback to make meaningful adjustments.
• Emotional Reactions
  Receiving feedback can trigger defensiveness or discouragement if not approached with empathy and tact.

The Problem with a Lack of Feedback at Work
The importance of feedback at work comes down to one simple high performance culture principle: If people do not know how they are doing, how can you expect them to learn, to improve, to be highly motivated, or to remain loyal through the inevitable struggles that we all face at work?  A lack of feedback at work causes frustrations, misunderstandings, and misalignment.

Best Practices for Giving and Receiving Feedback
Similar to project postmortems, to maximize the impact of feedback, organizations should adopt practical and reinforced strategies that ensure it is both meaningful and effective.

1. Make it Part of Every Leader’s Job
   Leaders set the tone for how feedback is perceived and utilized within an organization. First and foremost, leaders should be held accountable for leading, managing, and coaching their teams to higher performance.  They need to be force multipliers, not doers.
2. Be Specific and Timely
   Provide feedback shortly after an event or performance. Be clear about what behavior or outcome was observed and how it aligns with expectations.
3. Focus on the Action, Not the Person
   Constructive feedback should address behaviors or results rather than personal attributes. This reduces defensiveness and helps to keep feedback conversations productive.
4. Encourage Two-Way Dialogue
   Feedback should not be a one-sided affair. Encourage the recipient to share their perspective, listen, ask questions, and collaborate on solutions whenever possible.
5. Balance Positive and Constructive Feedback
   A balanced approach that includes praise for strengths and constructive suggestions for improvement ensures employees feel valued and motivated.
6. Create a Feedback-Rich Culture
   Normalize feedback at all levels of the organization. Train leaders and employees to give and receive feedback effectively, making it a regular part of work interactions.

The Bottom Line
Feedback is more than a managerial tool; it’s a cornerstone of high performance. When delivered effectively, it enhances performance, strengthens relationships, and drives innovation. By cultivating a culture of feedback, leaders empower employees to reach their full potential while aligning their efforts with strategic priorities.

To learn more about the importance of feedback at work, download 6 Traps That Can Sabotage Success as a Leader

by Tristam Brown: CEO

Tristam Brown is an executive business consultant and organizational development expert with more than three decades of experience helping organizations accelerate performance, build high-impact teams, and turn strategy into execution. As CEO of LSA Global, he works with leaders to get and stay aligned™ through research-backed strategy, culture, and talent solutions that produce measurable, business-critical results. See full bio.