Top-Level, Mid-Level, and Entrepreneurial Leaders:
This blog is for all leaders committed to building a culture where feedback drives growth across every level of the organization.
Introduction: Why Feedback is the Key to Organizational Success
Feedback is the foundation of growth. It shapes careers, strengthens teams, and drives organizational success.
Yet, in many workplaces, feedback is more feared than embraced. It is often misunderstood as criticism rather than an essential tool for improvement. When handled poorly, feedback can be destructive, as Jorge Loebl, founder of Revolving Change, described:
“Most managers and leaders haven’t really learned how to use it. And that makes it even more important because it’s such a powerful element of managing people and results. If poorly used, it’s like a machine gun in a chimpanzee's hand. It creates havoc, can destroy everything, and hurt everybody.”
How do we shift the perception of feedback from something to dread to something to value?
How do we create a culture where employees and leaders alike embrace feedback as a tool for continuous growth?
This article will cover the following:
- Why feedback often fails in organizations
- How to reframe feedback as a growth tool instead of criticism
- Our Discover, Design, Deliver (DDD) process for implementing a feedback-driven culture
- Real-world challenges and solutions based on the experiences of professionals and leaders
Effective feedback is not about avoiding discomfort but about making improvement an ongoing and constructive process.
Why Feedback Fails and How to Make It Work
Despite its importance, feedback frequently falls flat.
Employees become defensive. Leaders avoid difficult conversations. Teams lose morale instead of gaining direction. But why?
Five Reasons Feedback Fails
- Lack of Training – Most professionals have never been formally trained on how to give or receive feedback effectively. Without the right skills, feedback turns into either sugarcoating or outright attack. Jorge made this clear:
“People are not trained on how to give feedback. They’re not trained on how to receive feedback. People say, ‘Well, I had a course, and I followed the checklist on how to give feedback.’ Okay, but did the people you’re giving feedback to get the checklist on how to receive it? No. Because most of the time, there are no checklists on how to receive feedback.” - Poor Listening Skills – People assume they understand before fully hearing the message, leading to misinterpretation and emotional reactions. Jorge described this as a common issue even among experienced leaders:
“We start listening, and then we stop listening because we assume we understand and know what’s coming. Our brain starts processing the first part and doesn’t fully absorb the second part, and that’s when people start interrupting each other. The emotions start growing, and friction builds.” - Emotional and Ego Barriers – Some individuals equate critique with personal attack, making them defensive instead of receptive. Jorge explained the danger of excessive ego in feedback situations:
“When you have people with an ego problem and a lack of emotional intelligence, they will not be receptive to the fact that they have an ego problem or lack emotional intelligence. Dealing with them is a completely different training issue. But if they don’t accept feedback and believe they are always right, they create major roadblocks for growth.” - Negative Nonverbal Cues – Mismatched tone, facial expressions, and delivery can completely undermine well-intended feedback. Jorge highlighted this issue:
“There has to be congruency between your words and your nonverbals. If you say, ‘I think you did a great job,’ but your face is neutral or skeptical, your words lose meaning. When your nonverbals contradict your message, it causes confusion and makes feedback ineffective.” - Unclear Expectations – If performance expectations are not set from the start, feedback can feel arbitrary and unfair. Jorge stressed the importance of clarity:
“One of the biggest problems with feedback is that people do not set clear expectations. If I don’t know exactly what is expected of me, then I can’t understand why I am being given feedback or how to improve. Without clear guidelines, feedback feels like a personal attack instead of an opportunity for growth.”
When feedback is unstructured, emotionally charged, or delivered without clear intent, it does not serve its purpose.
Instead of fostering growth, it creates resistance and frustration.
The Discover, Design, Deliver (DDD) Feedback Framework
At Revolving Change, we have seen that feedback is not just about what you say, but about how you say it, when you say it, and how it is received.
That is why we use our Discover, Design, Deliver (DDD) process to transform feedback into a productive tool rather than a source of conflict.
Discover: Why Feedback Fails in Your Culture
Before changing how feedback works in your organization, take stock of where it currently stands.
Ask the following questions:
- Is feedback only given when something goes wrong?
- Do employees feel comfortable receiving and giving feedback?
- Are leaders modeling effective feedback behaviors?
- Is there a structured system for feedback, or is it random?
Jorge described how companies often lack a feedback culture, making it difficult to normalize feedback conversations:
“In most businesses, feedback is not a standard management skill. It is either avoided or handled poorly. If managers do not know how to give and receive feedback, then employees will not either. Feedback must become part of daily operations, not just a crisis tool.”
Design: Make Feedback a Daily Leadership Tool
Once gaps have been identified, it is time to redesign how feedback is used.
- Make Feedback Routine – Feedback should not be a special event, but a continuous process embedded into everyday communication.
- Train Leaders and Employees – Both the giver and receiver of feedback need training. If only managers are trained, employees may still react defensively.
- Emphasize Coaching Over Critique – Instead of simply pointing out flaws, feedback should be framed in a way that guides improvement.
Jorge explained:
“If my feedback to an employee is just about what went wrong, but I do not discuss solutions, then I have failed as a manager. Feedback must include guidance, coaching, and problem-solving.”
Deliver: Turn Feedback into Results
Feedback strategies must be applied consistently to be effective.
- Encourage Two-Way Feedback – Leaders should actively ask for feedback from their teams. Employees will only feel comfortable giving feedback if they see leaders modeling the behavior.
- Use Structured Feedback Meetings – One-on-one sessions, team reflections, and leadership reviews should be part of company culture.
- Reward Constructive Feedback – Positive reinforcement must be as common as corrective feedback.
- Measure Feedback Success – Regularly evaluate whether feedback is leading to measurable improvements in performance and engagement.
Final Takeaway: Feedback Is a Skill, Not a Personality Trait
Many assume that some people are naturally good at giving feedback, while others are not.
The reality is that feedback is a learned skill.
When companies train their leaders, set clear expectations, and create a feedback-driven culture, they see:
- Higher employee engagement
- Increased productivity
- Stronger teamwork
- Better leadership development
Jorge explained how businesses must commit to developing feedback skills at all levels:
“Feedback must become part of the company’s values. Leaders need to model it. Employees need to see it as a tool for success. Without that commitment, feedback will always be a struggle rather than a resource for growth.”
Continue Reading Feedback for You.
Want to dive deeper into feedback for your specific leadership role? Explore these focused guides from the same series:
- For Mid-Level Managers (Team Leaders and People Managers):
Is Your Feedback Falling Flat? Here’s How to Fix It - For Top-Level Managers (Decision Makers):
How Senior Leaders Can Build a Feedback-Driven Culture (Even If It Feels Risky) - For Mid-Level Managers (Team Leaders and People Managers):
The Ultimate Guide to Managing Emotional Feedback Conversations
Too many teams avoid feedback because it feels confrontational. With the right tools, it becomes a trusted path to growth.
Our different Membership gives you the frameworks, language, and confidence to make feedback a strength, not a stressor.