How can I make sure I’m great at giving feedback?

Giving feedback is one of the most powerful ways to support growth and improve performance. But it’s easy to let it slide — especially with experienced team members who seem to be doing just fine. It’s natural to assume that if things are going smoothly, there’s no need to say anything. But have you ever been on the receiving end of that silence?

Maybe you’ve operated in a feedback vacuum yourself. No news is good news, right? Except, it doesn’t always feel that way. When there’s no feedback, it’s easy to wonder if what you’re doing is hitting the mark, or if you’re just being overlooked. And that uncertainty can be unsettling, even for the most capable professionals.

Don’t assume they know

It’s easy to think that experienced team members already know what’s working well and where they could improve. After all, they’ve been doing the job for a while and seem comfortable. But even the most seasoned professionals can’t read minds. Without regular, meaningful feedback, they’re left to guess how their work is being received.

This is just as true for senior team members. I’ve worked with senior leaders who go months — sometimes years — without meaningful feedback from their own line managers. They’re managing complex priorities, influencing at a strategic level, and assuming that silence means everything’s fine. But without clear feedback, they’re missing valuable insights that could help them fine-tune their approach and strengthen their leadership impact.

Keep the relationship at the heart

Feedback isn’t just about pointing out what’s right and wrong. It’s about building trust and maintaining an open, supportive relationship where honest conversations can happen. People are far more likely to engage with feedback when they feel valued and respected. To keep relationships at the centre:

• Start with curiosity. Think of feedback as a conversation, not a one-way broadcast. Ask questions to understand their perspective and invite reflection.

• Balance praise with development. Celebrate what’s going well while highlighting where there’s room for growth.

• Focus on the future. Feedback should be about helping someone move forward, not dwelling on what’s already happened.

  
  

Be clear and specific

Vague feedback is like giving someone a map with no destination. If you’ve ever been on the receiving end of, “Well done on that project!”, you know it doesn’t tell you much. A better approach is to get specific:

“The way you handled that client query was impressive. You stayed calm under pressure and gave them confidence in our approach.”

Similarly, constructive feedback should focus on observable behaviours and their impact. For example:

“I noticed that during the last team meeting, some quieter voices weren’t brought into the discussion. How could you invite their input directly next time?”

Specific, actionable feedback helps people understand exactly what’s working and where they can improve — and gives them the space to develop tools for the future.

Don’t underestimate the impact of feedback

Even a few words can make a lasting impression. A simple “thank you” or a well-timed piece of guidance can boost confidence and reinforce positive behaviours. But when feedback is missing, people can start to feel invisible, no matter how senior they are.

I’ve worked with senior leaders who’ve told me they haven’t had any real feedback in years. They’re making high-stakes decisions, influencing across the organisation — and yet, they’re often left to wonder if they’re having the desired impact. Regular feedback helps them stay aligned with organisational goals, stay connected to their teams, and continue refining their leadership style.

How do you know if your feedback is hitting the mark?

Giving feedback is one thing — but how often do you stop and ask yourself whether it’s actually making a difference? It’s easy to fall into the habit of offering praise or suggestions without checking whether it’s leading to meaningful change.

To evaluate the effectiveness of your feedback:

• Ask for reflections. After giving feedback, ask how it landed. Did it feel helpful? Did it highlight anything they hadn’t considered?

• Look for changes. Has the feedback led to any noticeable shifts in their approach?

• Check in over time. Don’t assume that one conversation will create lasting change. Follow up to reinforce progress and offer further support where needed.

Evaluating your feedback helps ensure that it’s having the impact you’re aiming for — and gives you a chance to refine your approach where necessary.

Make it part of everyday conversations

The best feedback isn’t reserved for formal reviews or crisis moments. It happens in the day-to-day — a quick chat after a meeting, a check-in over coffee, or a brief acknowledgment of a job well done.

When feedback becomes part of the rhythm of everyday conversations, it helps people stay engaged, feel supported, and have the confidence to keep developing. And that’s where real growth happens.