Why Feedback Fails Even in High-Performance Environments
The feedback loop is one of the most powerful tools a leader has.
But for many executives, it’s also the most misunderstood — and misused.
Feedback feels personal. It triggers pride, pressure, and protection.
And when expectations aren't aligned, even high-performing teams begin to stumble.
Jorge Loebl, founder of Revolving Change, sees it all the time:
“When feedback isn’t direct or grounded in trust, people start guessing. And when they guess, they usually guess wrong.”
This is not about better performance reviews. It’s about how expectations get broken when feedback is unclear, inconsistent, or avoided altogether.
The Problem
- Feedback is vague, reactive, or overly soft.
- Leaders assume alignment without confirming it.
- Teams stop trusting what “good” actually looks like.
The Goal
- Create clarity and alignment through structured, intentional feedback.
- Normalize performance conversations without tension or fear.
- Build systems that reinforce clarity at every level.
Discover: When Feedback Stops Creating Alignment
Most leaders give feedback. But very few build feedback environments.
When trust is high and language is consistent, feedback becomes fuel.
When trust is low or tone is inconsistent, feedback becomes noise.
Jorge explains:
“Some leaders confuse kindness with clarity. But unclear feedback isn’t kind. It’s confusing. And confusion breaks teams faster than directness ever will.”
Confused Praise and Vague Critique
If your team hears “great job” in one meeting and “not quite what I expected” in another, without specifics, they start making assumptions.
- Do they know what success looks like?
- Are the metrics visible?
- Can they give each other feedback the same way you do?
Inconsistent signals create performance fog — and the cost of that fog is high.
Real-World Example: The Frustrated Department Lead
One leader Jorge coached was seen as strategic by senior leadership.
But her team described her as “hard to follow” and “unclear.”
The reason?
Her feedback style shifted constantly depending on her own stress level.
When calm, she was collaborative. When overwhelmed, she defaulted to critique without guidance.
She wasn’t inconsistent on purpose.
She just didn’t have a structured feedback system.
Design: Turn Feedback Into a Tool for Alignment, Not Avoidance
Feedback is a design issue, not just a personality issue.
You don’t need to become someone else.
You need to clarify the signals you send and the systems that carry them.
Clarify What Good Looks Like
- Share clear examples of high-quality work
- Link performance to visible standards, not just preferences
- Reinforce shared definitions of success across your leadership team
Normalize the Language of Feedback
Feedback should not feel like a disruption. It should feel like a normal part of how your organization learns.
- Use consistent language in 1:1s, reviews, and team debriefs
- Model how to give feedback that is specific and actionable
- Teach your managers how to carry that tone down through the org
Don’t Skip the Loop
Feedback must be followed through.
- What happened after the conversation?
- Did they hear it the way you meant it?
- Are you seeing behavior change — or just surface compliance?
Following up builds alignment.
Skipping the loop builds distance.
Deliver: Lead with Feedback That Builds Confidence, Not Control
Great leaders don’t just give feedback.
They create the conditions where feedback thrives.
Show Them the Why
The best performers want to understand context.
Don’t just correct the action. Explain the logic behind it.
- Why does this matter?
- Why now?
- Why does it connect to the bigger picture?
Make Feedback Observable and Actionable
High performers can’t act on vague impressions.
- “You seemed off today” becomes “You cut off the client twice and missed the close.”
- “This wasn’t quite it” becomes “This piece missed the insight we agreed to lead with.”
Feedback that’s specific builds confidence, not confusion.
Keep It in the Culture
Leaders who use feedback only during reviews create stress.
Leaders who use it weekly, informally, and consistently create momentum.
If feedback is normal, learning becomes normal.
If feedback is rare, everything feels like judgment.
Clarity Starts With You
If your feedback isn’t building trust, your leadership isn’t scaling.
When teams start guessing what “good” looks like, performance and culture suffer.
Apply for any of our Memberships designed for executives ready to realign how clarity flows from the top.