Feedback has a branding problem.

For many people, it’s something to brace for - a calendar invite that makes your stomach drop. But when done right, feedback isn’t criticism; it’s clarity. It’s a moment to align, grow, and build trust.

The truth is, feedback conversations are one of the most powerful tools we have for engagement and development. The problem is, they’re also one of the most underused.

Feedback isn’t a formality, it’s a conversation

Too often, feedback happens in bursts: at the end of a project, during a performance review, or when something’s gone wrong. But the best feedback cultures are built on frequency, not formality.

When feedback becomes a normal part of how teams work, it stops feeling personal and starts feeling useful. People don’t just hear what to fix, they hear what’s working, what’s valued, and where to focus next.

Make it specific, not subjective

“Good job” feels nice, but it doesn’t tell you what to repeat. “You need to improve communication” sounds vague and unhelpful. The key is to be specific.

Use the SBI model (Situation, Behaviour, Impact).

• Situation: “In yesterday’s client meeting…”

• Behaviour: “…you jumped in before the client finished explaining their question.”

• Impact: “…it came across as rushed, and we missed a chance to understand their needs.”

It’s clear, actionable, and grounded in context, not opinion.

Ask, don’t just tell

Feedback should be a two-way street. Ask questions like:

• “How did that feel from your perspective?”

• “What support would help you next time?”

• “What’s one thing I could do differently as your manager?”

When feedback becomes a dialogue, it builds trust and shared accountability.

Recognition is feedback too

We often think of feedback as “fixing,” but positive reinforcement is just as critical. Specific praise - “You handled that client escalation calmly and confidently” - reinforces the behaviours you want to see more of.

Regular recognition is the difference between a culture that burns people out and one that builds them up.

For HR, it starts with modelling

As HR professionals, we set the tone. That means creating feedback frameworks leaders can actually use and making it safe for employees to give feedback upward too. It’s not about perfecting the process; it’s about normalising the conversation.

Encourage your leaders to start small: one piece of real-time feedback a week. Keep it balanced, specific, and grounded in care. Over time, those small moments become the backbone of a feedback culture that actually sticks.

The takeaway

Feedback isn’t about being right, it’s about being real. The more we practise open, ongoing conversations, the more we build workplaces where people feel seen, supported, and empowered to grow.

👉 Challenge for November: Pick one person this week and give them specific, timely feedback. Not in a meeting, not in an email, just a quick chat that shows you care enough to help them grow.