Ah, feedback. That double-edged sword we love to hate. It's awkward when it's negative, easy when it's positive, and often avoided altogether. But feedback isn't about being nice or mean—it's about being clear. Telling someone to "work smarter" doesn't help. Show them what needs to change, how to do it better, and why it matters. That's what actually generates improvement.
Why Continuous Feedback Matters
Let's me clarify one thing right off the bat: if your idea of feedback is a once-a-year performance review, it's time to step out of the cave—sorry, office—you've been hiding in. Annual reviews don't cut it anymore. They're like bringing an umbrella to a snowstorm: only partially effective. Real growth happens in real time. Besides, who's actually going to remember that thing they did 11 months ago?
Here's why regular feedback is important:
- It keeps people engaged. Regular feedback shows your team their work is being seen and valued, which helps maintain motivation. No one wants to spend months doing something a certain way, only to hear, "Oh hey, I wish you'd done it differently."
- It helps identify strengths and weaknesses. Feedback in real time means fewer surprises later. People can double down on what's working and course-correct before others things go off the rails. Think of feedback like deodorant: best when applied regularly, not just in emergencies.
- It encourages growth. When feedback is frequent, fixes are small. Don't wait until the end of the year to tell someone they've been off-track since spring. It's like only fixing your engine when it completely fails, rather than making small repairs along the way.
Why Some Managers Avoid Giving Feedback
Honestly, no one loves giving negative feedback. Well... maybe narcissists. Or the Grinch. Or most mothers-in-law. But in the real world? I've never met a manager who said, "Can't wait to tell John his project flopped!"
Here are a few other reasons managers tend to dodge feedback:
- Fear of conflict. Some managers don't like giving feedback because they're worried it'll cause tension—or tears. I don't think anyone can listen to "Your performance isn't where it needs to be," without wanting to cry, shut down, or throw a stapler.
- Lack of time. Busy managers often skip feedback because it feels time-consuming. But a two-minute check-in now beats two hours of damage control later. Regular feedback saves time by catching problems before they spiral.
- Not knowing what to say. Some managers avoid feedback because they're afraid of saying the wrong thing. You end up with, "Your approach to the project was... not super? I feel like you could've done better? Maybe? Oh look, a squirrel."
The key is to be specific. Focus on actions, not personality. And offer real steps—tools they can use, courses they can take, someone who can mentor them, etc. - The belief that no news is good news. If it ain't broke, don't fix it, right? Sorry, but no. Even when things are going well, positive feedback reinforces good behavior and keeps employees motivated.
Tips for Giving Feedback That Actually Helps
Now that we've established why feedback is essential, let's talk about how to do it right. Here are some tips to make your feedback effective, timely, and maybe even—dare I say—enjoyable?
- Be specific. Saying "You need to communicate better" is about as useful as forecasting the future with a fortune cookie. Instead, try: "In your presentation, I feel it would've been clearer if you'd broken down the key concepts into simpler terms or used visuals, like graphs." Specific feedback gives people something they can actually do.
- Keep it balanced. No one wants to hear a constant stream of criticism. Mix in the good stuff. Try: "You ran the meeting like a pro. Just one tweak—next time, give a bit more clarity on the timeline." Praise opens the door, critique keeps it honest.
- Give feedback in real-time. Don't wait weeks to address an issue or praise good work. The sooner you provide feedback, the more relevant and impactful it will be. It's like eating stale cake; sort of tasty, but would have been better fresh.
- Use the "feedback sandwich," but don't make it your go-to. Don't overdo the feedback sandwich. We all know the formula: compliment, critique, compliment. It can work—but if you use it every time, people will ignore the first compliment and just brace for the criticism they know is coming. So in the end, the praise just feels fake—and most people only remember the negative anyway. Use the feedback sandwich when it fits, but don't make it your default. I mean, I love a good sandwich too—but not for every meal.
- Make it a conversation. Feedback isn't a TED Talk—it's a two-way street. Ask your employees what they think, what they need, and how you can help. It's a lot more productive when it feels like a conversation, not a lecture from the boss.
- Follow up. Feedback isn't a one-and-done deal. Check in later to see how things are going and offer support if they need it. It shows you actually care—not just about the problem, but about their progress.
When to Give Feedback
Timing is everything, right? Here's when to dish out that feedback:
- During regular check-ins. Set up weekly or biweekly check-ins where feedback is a natural part of the conversation. This keeps everything on track without overwhelming anyone.
- After key projects or milestones. Once a project wraps up, it's the perfect time to review what went well and what could be improved for next time.
- In the moment. If something happens that deserves feedback—good or bad—say it now, not three weeks from now. It makes more sense and is much more effective while it's still fresh.
Continuous feedback is like mayo with fries, bacon on a burger, or cheese on…well, pretty much anything. It keeps things flavorful, engaging, and effective. When feedback is part of the everyday, people aren't left guessing. They know what's working, what needs work, and that someone's paying attention. And who knows—maybe you'll even start enjoying giving feedback, and they'll enjoy getting it.
Well... maybe.
