Managers to Give Better Feedback: Top 6 Ways

Ways for Managers to Give Better Feedback
If you want your teams to perform at their best, you need managers who know how to deliver feedback in a way that’s genuinely heard, constructively absorbed, and ultimately acted upon. High-quality feedback is one of the most reliable levers for improving clarity, strengthening accountability, and accelerating development — yet people manager assessment center results tell us that it remains one of the leadership behaviors employees say they receive least often.

Managers Struggle With Giving Employees Feedback
Across thousands of new manager training programs, one pattern shows up again and again: most leaders know they should give more meaningful feedback, but many hesitate because they fear defensiveness, conflict, or a hit to morale. Research backs this up.

• A study from the Center for Creative Leadership found that leaders who avoid difficult conversations often do so because they lack confidence in their ability to navigate emotional reactions, which ultimately undermines team performance.
• According to a meta-analysis published in the Journal of Organizational Behavior, feedback that is unclear or poorly delivered can lower motivation and create confusion — the opposite of what managers intend.

The encouraging news is that better feedback is absolutely teachable. When managers learn how to structure their message, tune into the other person’s emotional state, and anchor their comments in observable behavior rather than assumptions, employees become far more receptive. They start to seek feedback rather than dodge it because they experience real gains in clarity, ownership, and momentum.

6 Ways for Managers to Give Better Feedback

1. Believe in the Purpose of Feedback
   Effective feedback is not about criticism for criticism’s sake — it’s about helping employees grow and succeed. Constructive feedback should clearly show how a shift in behavior or approach benefits both the individual and the team. When managers frame feedback as a tool to improve performance and engagement, employees are more likely to see it as supportive rather than punitive.
2. Be Specific and Actionable
   Vague feedback leaves employees guessing. Instead of saying, “Your report was confusing,” provide concrete guidance:  “The report would be more impactful if you focused on the top three key insights for your audience rather than including every data point.”

   Specific examples make it easier for employees to understand exactly what to adjust and why, which increases the likelihood they’ll act on your guidance.

3. Deliver Constructive Feedback Privately
   Negative feedback is most effective when delivered one-on-one in a neutral, low-pressure environment. Take a walk, grab a coffee, or sit in a quiet room. This approach allows employees to absorb the message, ask clarifying questions, and leave the conversation feeling informed rather than embarrassed or defensive.
4. Provide Feedback Timely
   Frequent, short feedback conversations outperform quarterly or annual reviews. When feedback is delayed, issues can grow unchecked, and lessons from past performance can lose relevance. High performing employees actively want to know where they stand — giving feedback promptly ensures they can adjust quickly and maintain momentum.
5. Be Direct and Clear
   Layering criticism within excessive praise dilutes the message. Avoid ambiguous statements like:  “Your report was on time and readable, but next time add more data on your conclusions. I liked the graph, though.”  Instead, be straightforward:  “To strengthen your recommendation, include more data to support your conclusions.”

   Clear communication eliminates confusion and gives employees a tangible path to improvement.

6. Focus on Behavior, Not Personality
   Feedback on behaviors is easier to accept than critiques of personality. Address actions, not traits. For example, instead of saying someone is domineering, describe the impact of the behavior:  “Interrupting others in meetings can limit collaboration. Please make sure everyone has a chance to contribute.”

   Behavior-focused feedback is actionable and less likely to feel like a personal attack.

The Bottom Line
Managers who give timely, specific, and behavior-focused feedback create a healthy workplace environment where employees learn, improve, and feel valued. When feedback is delivered with clarity, empathy, and purpose, it strengthens engagement, drives performance, and creates growth opportunities.

To learn more about helping managers to give better feedback and effectively manage others, Download The New Manager Toolkit Now

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.