The growth of a business depends on team development, so providing feedback to employees is a crucial part of a manager’s job. However, feedback can lead to both positive and negative outcomes if it’s of poor quality.
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Managers often avoid giving feedback, even though it’s important for the team — according to Harvard Business School, 72% of employees consider feedback important for career development, but only 5% think their managers provide it. Others don’t so that the results of their teams are as unpredictable as the results of a live bet on a sport you know nothing about.

Let’s see how to overcome the fear of giving feedback and make it constructive and beneficial for both employees and the business.

Why People Don’t Give Feedback

• They don’t know it’s possible.
• They don’t know how to do it.
• They fear damaging relationships.
• They’ve tried it before and are convinced nothing will change.

“I Just Want to Get It Over With”

Feedback can be a tough experience for everyone involved. Most managers dread giving critical reviews, and most employees dread receiving them. Additionally, negative feedback often fails to achieve the desired results.

In 2017, Zenger Folkman surveyed more than 7,000 people, and 44% said that sharing negative feedback is difficult, stressful, or hinders their work.

“I didn’t sleep last night,” “I just want to get it over with,” “My hands were sweaty, and I was nervous,” “I’m not paid enough for this job” — these are some of the things managers said about giving feedback.
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It’s no surprise that 21% of those surveyed admitted they try to avoid giving negative feedback. But, as it turns out, even more people avoid giving positive feedback — 37%, to be exact. This may be because pointing out mistakes seems like an obligatory part of feedback, while praise is seen as a nice bonus that doesn’t need to be voiced.

If Giving Feedback Is Difficult for You, Remember:

• Your feedback might be exactly what’s needed to complete a difficult task.
• Honest feedback can create a more trusting and productive work environment.
• Constructive criticism can help an employee grow and reach new professional heights.

What Kind of Feedback Can Be Useful?

Telling employees they aren’t meeting goals isn’t the same as helping them achieve those goals. According to a Gallup study, only 26% of employees agree that the feedback they receive helps them in their work, and among millennials, this number is just 17%.

Historically, in hierarchical structures, feedback flows from the top down, but modern organizations are often structured differently — they are more decentralized and flexible, with employees having greater autonomy in solving tasks.

This means managers can’t just tell employees what they did “right” or “wrong”; they must listen, ask questions, understand the context, and support a two-way dialogue.

Common Mistakes in Formulating Feedback

Criticism that isn’t based on facts and doesn’t offer specific actions for improvement can demotivate a person and often harms work and productivity. The same goes for positive feedback — if it’s too vague, it won’t help an employee grow.
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Let’s look at some mistakes people make when formulating feedback and how to avoid them:

• Feedback targets the person, not their behavior: “You’re so smart” / “You’re so inattentive.” Such positive feedback doesn’t clarify what was done well and how to build on it. Negative feedback can be perceived as an attack and trigger a defensive reaction. For the employee, it might mean “You’re bad or useless, it’s just your nature, and it can’t be changed.” Start your message with “I” instead of “you” to avoid characterizing the person and instead help them understand your point of view. This shifts the focus to the task and possibilities for improvement.
• Feedback is vague and abstract: “Great job” / “I can’t rely on you.” In the first case, it’s unclear where the person excelled, and in the second, why they’re deemed unreliable — perhaps they’re not acting in the company’s interest, lack qualifications, or are suspected of theft. Such feedback can provoke strong emotions, both positive and negative, and the main danger is that everyone may interpret it differently. So, try to bring maximum clarity to your message and elaborate on your thoughts.
• No work examples are provided: “I feel we’re moving in the same direction” / “It seems your results aren’t up to par.” If such feedback isn’t based on facts, it can’t be considered objective. Formulate feedback carefully, as there is a high risk of getting caught up in emotions or speculation. “I think/feel/seem to” are not facts. Facts are words, numbers, events, actions.
• There’s no understanding of what to do next: It’s important to explain the consequences of a person’s actions, why it’s important, and what steps should be taken to address the issue. If feedback doesn’t indicate what changes you expect, it may be difficult for the person to draw conclusions and correct the situation. Don’t forget to follow this logical chain so that feedback can be applied in practice.
• Feedback is inappropriate or untimely: There’s no point in giving feedback on a situation that happened six months ago. It’s best to do so during regular one-on-one meetings, and in other cases, check with the person to see if they’re ready to receive such feedback.

Questions for Formulating Comprehensive Feedback

• How did I arrive at this conclusion?
• How might my emotions have influenced my assessment and intentions?
• What facts and work examples can I share with the person so they understand why I came to these conclusions?
• Under what conditions do I observe this behavior from the employee?
• Are there undesirable consequences of this behavior?
• What would be the most constructive way to help the person achieve better results?

Feedback as a Form of Care

Feeling stressed about giving feedback is normal. People can react to criticism in various ways — some may get upset, offended, angry, or become defensive. But in reality, regular feedback doesn’t damage relationships with employees; on the contrary, it makes them more open and trusting and improves the work environment.

To make feedback as useful as possible, ensure it’s timely, complete, objective, based on specific facts and examples, and provides direction for potential improvements.
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