Simplifying Feedback Processes

The meeting ended. My manager said I seemed "checked out." I wasn't. I was still processing the first question. Most feedback conversations are designed for people who think out loud. The manager talks. The employee responds in real time. Reactions are read on the spot. The whole thing moves fast. Whoever speaks quickest tends to come across as most engaged. For introverts, that format is a trap. After 20+ years in HR, I've seen this pattern repeat itself. Introverts are often the most precise feedback givers in the room. They've already observed the pattern. Thought about the impact. Chosen their words carefully. But the format rarely gives that process room to work. A few things that change this: 1. Send a short reflection prompt 24 hours before. One or two questions. Give people time to think before they have to speak. 2. Start with what you observed, not what you concluded. "I noticed you went quiet in the last three team meetings" lands differently than "I think you're disengaging." The first opens a conversation. The second closes one. 3. Leave silence after asking a question. Most managers fill the gap within four seconds. That's not enough time for someone who processes internally. Wait longer than feels comfortable. 4. Follow up in writing after the conversation. For introverts on the receiving end, this is where the real reflection happens. A short message summarising what was said gives them something to respond to properly. Feedback isn't just a conversation. It's a format. And the format can work for more people than it currently does. Which of these four would have changed your last review? ------ More frameworks like this in my brand new weekly Linkedin Newsletter launching Saturday April 11th. Watch out for it through a notification in your inbox. ----- ♻️ Repost if someone on your team processes before they speak. ➕Follow me (Steven Claes) for more on introvert leadership and workplace dynamics.

We overhauled the way we do feedback, and it’s transformed the company. Here’s how: We are kind of obsessed with feedback at Koru Kids. I think it’s essential to personal development and teamwork. But it took us a few iterations to land on a great system. Initially, we tried written 360 degree feedback. This had 4 problems: 1. People didn’t write that much - you don’t get much detail or many examples 2. And you can’t ask follow up questions when it’s written 3. Negative stuff came across really harsh at times, which was dispiriting 4. Plus there’s just something about writing stuff down that makes people go weirdly formal All in all, it wasn’t the empowering, trust-building experience we wanted it to be. So we tried an experiment, and we’ve never looked back. These days, all our feedback is given ‘live’ in a session held every quarter. - The subject decides who to ask for feedback, and gives them some questions to think about - Then, on the day, the subject sits in a private Zoom with their manager - One by one, each colleague comes in and answers the questions - The manager’s role is to take notes and manage the Zoom waiting room so the subject can concentrate on listening - At the end, the subject and the manager discuss the ‘themes’ that have emerged in the session Doing it like this has solved ALL FOUR of our problems: → It’s easier to speak than write, so people give WAY more detail → We can ask clarifying questions, so we really understand the feedback → People still give ‘constructive’ feedback, but they phrase it gently so it lands far better → The whole interaction feels very real, which builds trust I find new joiners usually dread their first feedback session…. but feel AMAZING afterwards. There’s nothing like knowing that you know exactly what’s on your team’s mind about your work. For a taste of this, check out the message Rebecca shared on our internal Slack. (Shared with permission.) I love creating people systems that make the world happier. Feel free to steal this one! What’s been your experience with feedback? 🔄 Repost to share the idea, and follow Rachel Carrell for more like this

The Feedback Loop Revolution: Why Annual Reviews Are Dead Alex sat across from his manager, stunned. "I'm not meeting expectations? But... this is the first I'm hearing of it." His manager shifted uncomfortably. "Well, there was that project last February where the client presentation wasn't up to par. And in April, your report lacked the depth we needed." "That was ten months ago," Alex said quietly. "Why am I just hearing this now?" This scene plays out in offices worldwide every day. The annual performance review continues to be the primary feedback mechanism in many organizations. It's a system that fails everyone involved. For employees like Alex, it means navigating in the dark for months, only to be blindsided by feedback too late to act upon. For managers, it means the impossible task of remembering a year's worth of performance details and delivering them in a way that somehow feels fair and comprehensive. Contrast this with Emma's experience at a company using Maxwell's continuous feedback approach. After presenting to a client, Emma received a notification: "Great job addressing the client's technical concerns today. Your preparation showed. One suggestion: Consider preparing more visual examples for non-technical stakeholders next time." The feedback was specific, timely, and actionable. Emma immediately incorporated the suggestion into her next presentation. No waiting. No guessing. Just growth. "The difference is night and day," Emma explains. "Before, feedback felt like a judgment on my worth. Now, it's just part of our daily workflow—a tool that helps me improve in real-time." This is the feedback loop revolution. It's not just about frequency; it's about fundamentally changing how we think about performance and growth. Maxwell's approach transforms feedback from an event into a continuous conversation. The platform enables immediate, context-specific feedback that arrives when it's most relevant; two-way dialogue that empowers employees to seek input when they need it; recognition that celebrates wins in the moment, not months later; and early intervention for performance challenges before they become patterns. Organizations using continuous feedback report 34% higher employee engagement, 26% lower voluntary turnover, and 22% faster skill development compared to those relying on annual reviews. For managers, the shift from annual reviewer to ongoing coach is equally transformative. Instead of dreading a single high-stakes conversation, they build coaching into their regular interactions, strengthening relationships and improving outcomes. The companies thriving today understand that growth happens in moments, not meetings. They're creating cultures where feedback flows naturally, where employees feel supported rather than judged, and where improvement is continuous rather than annual. Ready to leave annual reviews behind? Experience the future of feedback with Maxwell: https://lnkd.in/gR_YnqyU

Give feedback like you mean it. Not layered in compliments.  Not softened into confusion. And let’s be real, feedback can feel risky. → Fear of emotional reactions → Concern about conflict → Doubts it’ll even help But avoiding it doesn’t protect your team. It blocks growth, clarity, and trust. 💡 In fact, research in the  Journal of Applied Psychology found: Frequent, constructive feedback  improves performance by 12.5%. And when performance improves? So does everything else productivity, engagement, results. Here are 𝟲 𝗽𝗿𝗼𝘃𝗲𝗻 𝗺𝗼𝗱𝗲𝗹𝘀 𝘁𝗼 𝗺𝗮𝗸𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗰𝗹𝗲𝗮𝗿, 𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗯𝗹𝗲, 𝗮𝗻𝗱 𝘀𝗮𝗳𝗲: 1️⃣ 𝗖𝗢𝗜𝗡 𝗠𝗼𝗱𝗲𝗹 Best for coaching and development. → Context: Name when and where it happened. → Observation: Share what was seen, stay factual. ✅ Keeps feedback factual and clear ✅ Ends with next steps for improvement 2️⃣ 𝗦𝗧𝗔𝗥 𝗠𝗼𝗱𝗲𝗹 Perfect for reviews or recognition. → Situation: Set the context of the event. → Task: Define what was expected. ✅ Reinforces what worked well ✅ Builds confidence through specific examples 3️⃣ 𝗚𝗥𝗢𝗪 𝗠𝗼𝗱𝗲𝗹 Helps turn feedback into clear action. → Goal: Define what needs to be achieved → Reality: Outline what’s happening now ✅ Shows the gap between now and future success ✅ Creates a simple path from feedback to action 4️⃣ 𝗦𝗕𝗜 𝗠𝗼𝗱𝗲𝗹 Perfect for short, specific feedback moments. → Situation: Pinpoint the event or context → Behavior: Describe the action observed ✅ Makes feedback easy to share often ✅ Removes judgment and confusion 5️⃣ 𝗣𝗲𝗻𝗱𝗹𝗲𝘁𝗼𝗻’𝘀 𝗥𝘂𝗹𝗲𝘀 Great for balanced, two-way feedback. → Positives first: Start with what worked well → Invite input: Ask what could improve ✅ Encourages dialogue and shared ownership ✅ Makes feedback feel safe and collaborative 6️⃣ 𝗗𝗘𝗦𝗖 𝗠𝗼𝗱𝗲𝗹 Ideal for assertive or tense conversations. → Describe: Name what occurred clearly → Express: Share the impact it had ✅ Balances clarity with empathy ✅ Concludes with agreed-upon solutions Clear feedback builds confidence and trust. It turns tension into coaching and doubt into growth. 📌 Save this as your go-to feedback toolkit. 💬 Send me a message to get the Feedback Worksheet a practical guide to apply all 6 models in real conversations. ♻️ Repost to help leaders give feedback that lands 🔔 Follow Justin Hills for practical leadership insights

The sandwich method is dead. Your team knows when you're cushioning. They see through the compliment-criticism-compliment formula. Their brain leaves your office half happy, half confused. And worse - they stop trusting you. True feedback is clear and honest. Here are 5 steps to provide clear feedback: - Be direct about what needs improvement. - Focus on actions, not personal traits. - Use specific examples to illustrate your point.  - Encourage questions to clarify understanding.  - Offer support for improvement. Try these 5 much effective models to give clear feedback: The SBI Model:  → Situation: Describe what happened.  → Behavior: Focus on actions, not thoughts.  → Impact: Share the effect on the team or project. The Start-Stop-Continue Model:  → Start: Suggest new actions to take.  → Stop: Identify what’s not working.  → Continue: Praise what is going well. The Radical Candor Framework:  → Care Personally: Show empathy.  → Challenge Directly: Be honest and clear. The Feedforward Model:  → Focus on the future.  → Ask how to improve next time. The CLEAR Model:  → Clarify: Define the issue.  → Listen: Hear their side.  → Explore: Find solutions together.  → Agree: Set next steps.  → Review: Follow up to check progress. Each one builds confidence, accountability, and stronger performance conversations. 👉 What feedback have you been avoiding because you don't know how to say it clearly AND kindly? ♻️ Share and help your network provide effective feedback. 🔔 Ring the bell to get my posts.

If you’re giving the same feedback over and over, you don’t have a people problem, you have a clarity problem. You might think: Why don’t they know by now? Maybe they should. But they don’t. Do this instead 👇 1️⃣ Clarity upfront saves time later: Define what great looks like before they start the work. Share examples, templates, and do’s/don’t do’s. 2️⃣ Start with dialogue: Align on process, timelines, output, and roles. Ask what context they need, don’t assume they already know what you know. 3️⃣ Prevent, don’t react: Set clear guidelines early to cut down on the cycle of constant corrections. Create checklists, standards, and cheat sheets to help everyone. I’ve felt the frustration of repetitive feedback loops and I’ve seen how powerful it is when leaders shift from reactive to proactive communication. It transforms team dynamics, builds trust, and empowers everyone to perform at their best. 💭 Is there an expectation you need to set with your team today?

No feedback = making others mediocre. Yet, people fear giving it. And people dread receiving it. Nobody was taught how to give feedback. Feedback isn’t a confrontation. It’s a leadership skill. If you want a high-trust, high-performance culture,  You have to master it. Here’s a simple framework you can use today. 1️⃣ The 3Ps: Praise → Problem → Potential ↳ Start with praise to anchor the conversation in recognition. ↳ Then name the problem, clearly, objectively. ↳ End with showing a path forward. 💡 “Your presentation was well-researched.” 💡 “But it ran 15 minutes over and we lost Q&A time.” 💡 “Let’s aim for tighter timing next round.” 2️⃣ Use the SBI Model: Situation → Behavior → Impact ↳ Be specific and avoid generalizations.  ↳ Describe what you saw to anchor the feedback in context. 💬 “During yesterday’s briefing, I noticed you checked your phone often.” 💬 “It seemed to disengage some of the team.” 3️⃣ Use Harvard’s HEAR Method to defuse defensiveness: ↳ H: Hedge your claims: “From what I noticed…” ↳ E: Emphasize agreement: “We both want this project to succeed.” ↳ A: Acknowledge their side: “I hadn’t thought of that.” ↳ R: Reframe positively: “One idea could be…” Feedback isn’t a monologue. It’s a dialogue. 4️⃣ Stick to the 5:1 Ratio. ↳ For every 1 piece of critique… ↳ Offer 5 genuine observations of what’s working. ↳ It keeps the feedback motivating, not demoralizing. 5️⃣ Follow these tactical tips: ↳ Be timely ↳ Be specific ↳ Balance critique with praise ↳ Ask questions ↳ Use “I” statements, not blame People don’t grow from vague suggestions. They grow from clarity. From specificity. From care. Next time you give feedback? Don’t hold back. But don’t lash out either. Be the kind of leader who gives feedback people can actually use. What’s the best feedback you ever received and what did it change? ♻️ Repost to help others give feedback that transforms people ➕ Follow Youssef El Allame for more insights