Building Performance Through Feedback

If you’re a supervisor, you’ve probably had that moment when you notice something in an employee’s work that needs improvement, but you hesitate to give feedback. What if they take it the wrong way? What if feedback damages the relationship?

Consider this: feedback, when done right, is one of the most valuable tools you have as a leader. Not only does it improve performance, but it also builds trust and shows your team you’re invested in their success.

If feedback feels hard and you find yourself hesitating, I invite you to reframe it. For example, think of providing feedback as support rather than criticism. Feedback is how you can help someone recognize the gap between your expectations and their performance.

Many supervisors know feedback is important, but what often gets overlooked is how. Without preparation and follow-through, feedback risks being vague, one-sided, or even discouraging.

To make feedback truly effective, consider using the following 3-step approach.

• Step 1: Preparation: The first step is preparation. Before jumping into a feedback conversation, think about the purpose. For example, is it recognition, correction, or development? Collect the facts so you’re addressing specific behaviors and choose the right setting. Corrective conversations belong in private, while recognition can be shared publicly.
  
  There are several feedback frameworks you can use. There is the S-B-I (Situation, Behavior, Impact) model and the G.R.O.W. model. Members can log in to see our How to Give Constructive Feedback Guide for more information on these popular frameworks.
  
  
• Step 2: Balance:  Some supervisors give only positive feedback to avoid conflict, while others only speak up when something is wrong. The most effective leaders provide both appreciation and constructive guidance so employees know what to keep doing well and where they need to adjust.
  
  
• Step 3: Follow-Up:  Feedback also needs follow-up. A single conversation is rarely enough. Employees want to know what success looks like and when you’ll check in again. Scheduling a follow-up shows accountability, reinforces support, and keeps progress on track.

You may also want to consider making it a routine. When feedback happens often through quick check-ins and 1:1 meetings, it feels normal, not scary. It’s just part of how the team works and how you lead.

Giving constructive feedback doesn’t have to be uncomfortable. When you reframe it as a way to support growth, use a simple approach, and make it a habit, feedback becomes one of the most powerful leadership tools you have.

If you would like to learn more about this topic, consider enrolling in the Address Poor Performance with Confidence course on November 18th.