Why Feedback Isn’t Just for When Things Go Wrong
Last week, I shared how setting expectations is one of the most powerful ways to create clarity, accountability, and better results and how we often wait too long to do it.
This week, let’s talk about something just as critical to great leadership: feedback.
Like expectations, feedback is often treated as something reactive something we give when there’s a problem. But if we only give feedback when things go wrong, we miss one of the most powerful leadership tools we have.
Over my career as both a senior leader and HR practitioner I’ve seen time and time again that:
The most impactful leaders give feedback proactively, frequently, and intentionally.
In fact, research by Gallup and Harvard Business Review consistently shows that employees who receive regular recognition and praise are more engaged, more productive, and more likely to stay with their organisation.
But here’s the catch. Positive feedback only builds performance when it’s specific.
Saying “great job” is nice but it doesn’t tell someone what was great or how to repeat it.
When positive feedback clearly names the behaviour what they did well, how it made an impact it acts as reinforcement. It helps people internalise what good looks like and replicate it again.
So instead of:
“Thanks, that was great.”
Try:
“Thanks for how clearly you set expectations in that project kickoff your clarity helped the team move forward confidently and reduced rework.”
In our Leadership Fundamentals program, we teach leaders to use feedback as a core communication tool, not a performance correction tool.
Here’s the approach:
Lead with your intent – Why are you giving this feedback? What do you hope they’ll gain from it? Why is important to them to hear it?
Be timely and specific – Give it close to the moment, and name the exact behaviour and impact.
Balance reinforcement and redirection – Reinforce what’s working and give constructive feedback when needed.
Build a feedback culture – Normalise giving and receiving feedback so it becomes part of how you work, not something to fear.
Feedback is a Balancing Act
Giving and receiving feedback sits at the intersection of two deeply human needs:
To be accepted and valued for who we are
To grow into who we have the potential to become
When you strike that balance especially by reinforcing what’s working you unlock trust, motivation, and performance.
So don’t wait for things to go wrong. Make feedback part of how you lead every day. And remember, it’s not about fixing it’s about focusing.
Until next time,
Michelle
CEO, The Growth Collective
