One of the workplace dynamics I notice happening a lot is many leaders still avoid giving feedback.
Not because they don’t want to help, they just don’t feel confident doing it. They’re worried it’ll come across the wrong way or land badly, so they stay quiet.
But feedback doesn’t need to be this big, scary thing. In fact, the most meaningful feedback happens in the moment. When someone does something really great or when there’s a small opportunity to tweak something next time.
This is what I advocate for: micro feedback that’s just in time, specific, and focused on behaviour, not personality.
It sounds more like saying: “That worked well, and maybe next time you could build on it by doing X.”
And then you start hearing things like: “Yeah, that went pretty well. But actually, now that I think about it, I probably could’ve handled that bit differently.”
It’s not just about what you say. It’s about what the other person starts to notice in themselves. This is the mindset we want to nurture. Where people are constantly reflecting, asking, “how could I improve this next time?” Not because they’ve been told to, but because they want to.
That’s when feedback becomes part of the culture. It’s not personal, it’s not dramatic – it’s just learning. And when we’re generous with praise too (praise five times more than critique!), teams start to feel safe, motivated and genuinely open to growth.
So if you’re sitting there wondering where to start…remember it’s not a big system.
Maybe think of this four-step process: feedback, in the moment, framed with care, and given often.
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