Blog

The use of effective feedback is a key tool business leaders can use to improve employee performance, strengthen relationships, and create a positive workplace culture because it helps employees understand what they are doing well, where they need to improve, and how their work contributes to organizational goals.

Delivering feedback effectively can motivate employees and increase engagement, as well as support continuous learning and professional development. However, ineffective, or poorly communicated feedback can result in confusion, reduced morale, and lower productivity. 

“Effective feedback is all about setting people up for success, but many leaders forget that,” says Julie Dupont, Principal Strategist and Owner of Cambridge-based Reimagine Leadership. “So, sometimes they make mistakes that cause feedback to be unwelcome.”

She not only encourages leaders to consider the ‘3Vs’ – verbal, vocal and visual - when it comes to the way in which feedback is delivered, but to keep their own motive in mind as to why it is being delivered.

“If you're offloading because something they did irritates you, you've now made it about you and that is no longer constructive feedback,” says Julie. “Feedback should always be honest, helpful, and never hurtful. If someone shuts down during a feedback conversation, it's likely your delivery that needs adjusting.”

Feedback must include expectations

Besides delivery, the timing of when feedback – either positive and negative - should be given is also important because waiting for an annual performance review to discuss important issues reduces its impact since employees may no longer remember the situation or have opportunities to improve.

Providing feedback soon after a specific event gives employees the opportunity to process the comments in relation to their actions and make immediate improvements and demonstrates that leaders are actively engaged in supporting employee success.

“Anytime business leaders notice behaviour they appreciate, let them (employees) know so that they know what's working and what to do more of,” says Julie. “We know that when we are rewarded, we do it again. And as soon as they do something that isn't either meeting expectations or is jeopardizing their success, have that conversation as soon as possible.”

She recommends when instigating those type of conversations, it’s important to focus on the issue at hand, describing ‘observable behaviours’.

“We’re not getting into what they were thinking. We’re not asking them about their attitude or commenting on it, their traits or character, or assumptions about intent, because none of that is feedback. That is psychoanalyzing, and nobody wants that at work,” says Julie, adding leaders should try to clarify their positions and outline expectations for any employee to make it less personal.

“I’m not saying that feedback isn’t going to be personal, but as much as you can, talk about your expectations and what success looks like for that employee.”

Strengthening communication and trust

Providing feedback in this way can strengthen communication and trust between leaders and employees and assists in creating a workplace culture where employees feel comfortable discussing challenges, asking questions, and sharing ideas.

When feedback is presented by leaders respectfully and consistently, they demonstrate genuine concern for employee growth rather than simply evaluating performance which in turn helps build stronger relationships, increases trust, and encourages collaboration within teams.

Julie says using inclusive language to deliver balanced feedback allows leaders to be honest and helpful, but not hurtful and does not invalidate any positive feedback, and that active listening is always essential.

“The heavy lifting does have to be done by the leader,” she says. “If leaders want their people to listen to them, they have to listen first and model the behaviour they want to see. Openness breeds openness and distrust breeds distrust, so if you prove to your people that you hear and understand them, they are more than happy to grant that same courtesy to you.”

Tips for providing effective feedback

Be timely and specific

Immediate feedback helps employees understand the connection between their actions and the outcome. Also, focus on clear examples rather than making vague comments. 

Focus on behaviour, not personality

Address actions and performance rather than personal traits. This keeps feedback constructive and avoids making employees feel personally criticized.

Balance positive and constructive feedback

Recognize achievements while also discussing areas for improvement. Employees are more motivated when they know their strengths are appreciated.

Use respectful and professional language

Deliver feedback calmly and respectfully. A positive tone encourages employees to listen, learn, and respond without becoming defensive.

Encourage two-way communication

Allow employees to share their perspective, ask questions, and discuss challenges. Effective feedback should be a conversation, not a lecture.

Offer practical solutions

Don't just identify problems but provide guidance and suggestions for improvement. Clear action steps help employees know what to do next.

Set clear goals and expectations

Work with employees to establish measurable objectives and timelines for improvement. This gives employees direction and helps track progress.

Recognize good performance regularly

Celebrate successes and acknowledge effort, not just mistakes. Frequent positive feedback boosts confidence, motivation, and employee engagement.

Follow up on progress

Check in regularly after giving feedback to monitor improvement, answer questions, and provide additional support. Ongoing feedback reinforces learning and demonstrates commitment to employee development.