Feedback People Can Actually Use

Organisations invest heavily in feedback through annual reviews, 360-degree assessments, and employee surveys. Yet employees often leave these conversations unsure of what to do differently. Effective feedback doesn’t have to be complicated. It needs to be timely, specific, and focused on improvement.

Make It Specific and Observable

“Great presentation” and “You need more presence” share the same problem: neither tells someone what to repeat or change. Focus on the behaviour you observed, the impact it had, and what the person could do differently or continue doing. For example: “When you opened with the customer’s numbers, you immediately captured the room’s attention. Consider using that approach in the next board meeting.”

Give Feedback While It’s Relevant

Feedback becomes less useful when too much time passes between the behaviour and the conversation. Small, regular observations are often more effective than waiting for a formal review. They’re easier to remember, discuss, and apply, and they give people opportunities to adjust as they go.

Feedback is only a gift if the other person can open it.

Make It a Two-Way Conversation

• Invite reflection. Start with “How do you think it went?” before sharing your observations.
• Focus on behaviour. Discuss specific actions rather than making judgements about someone’s personality.
• Agree on one next step. Identify a practical change the person can apply.
• Seek feedback yourself. Ask what you could do differently to support their development, and follow through.

Focus on Growth, Not Grading

Feedback is easier to receive when people understand that its purpose is to help them improve, not simply evaluate their performance. Be clear about that intent, recognise progress, and follow up on the actions you’ve discussed. The goal isn’t just to deliver feedback effectively. It’s to help someone turn that feedback into meaningful progress.