• Kelly Burns

Mastering the Art of Feedback



The data we’ve collected through CultureID reveals that leaders have the most room for improvement in providing performance feedback. Given that this is a critical component of any high-functioning organization, what can leaders do to become more effective in facilitating these conversations?


Get the right setting.

Feedback should be provided one-on-one during a confidential conversation. Feedback in a public setting is rarely well-received.


Cover the right topics:

Performance - Review how effective your employee is at completing their assigned tasks. Let them know how you see them contributing to your organization’s mission and vision.


Behavior & Attitude - The way an employee interacts with others has a significant impact on an organization’s function and work culture. When you discuss behavior and attitude, be sure to tie it to a company core value to keep the conversation productive. Include specific examples, provide an opportunity to ask questions, and assume positive intent.


Reciprocation - Leaders often forget that feedback goes two ways. Engagement goes up when employees feel safe to speak honestly with their supervisor not only about their work experience, but about the leader’s performance as well.


Get the right frequency.

Research shows the traditional annual review is not only ineffective, it can lead to negative outcomes. We recommend feedback conversations keep a regular cadence of once per month. Depending on workflow in your organization, every other month can still lead to productive results.


When these best practices are applied, feedback conversations increase productivity and the quality of workplace relationships between leaders and employees. We have several tools available to help you bring this to life in your organization - reach out so we can create a plan together.


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