Feedback In Employee Training

If your feedback isn't changing behavior, you're not giving feedback—you're just complaining. After 25 years of coaching leaders through difficult conversations, I've learned that most feedback fails because it focuses on making the giver feel better rather than making the receiver better. Why most feedback doesn't work: ↳ It's delivered months after the fact ↳ It attacks personality instead of addressing behavior ↳ It assumes the person knows what to do differently ↳ It's given when emotions are high ↳ It lacks specific examples or clear direction The feedback framework that actually changes behavior: TIMING: Soon, not eventually. Give feedback within 48 hours when possible Don't save it all for annual reviews. Address issues while they're still relevant. INTENT: Lead with purpose and use statements like - "I'm sharing this because I want to see you succeed" or "This feedback comes from a place of support." Make your positive intent explicit. STRUCTURE: Use the SBI Model. ↳Situation: When and where it happened ↳Behavior: What you observed (facts, not interpretations) ↳Impact: The effect on results, relationships, or culture COLLABORATION: Solve together by using statements such as - ↳"What's your perspective on this?" ↳"What would help you succeed in this area?" ↳"How can I better support you moving forward?" Great feedback is a gift that keeps giving. When people trust your feedback, they seek it out. When they implement it successfully, they become advocates for your leadership. Your feedback skills significantly impact your leadership effectiveness. Coaching can help; let's chat. | Joshua Miller What's the best feedback tip/advice, and what made it effective? #executivecoaching #communication #leadership #performance

80% of feedback never changes behavior. Not because people don’t care… But because of how it’s delivered. Your style and tone makes a difference. The feedback you give can spark change or trigger resistance. It’s not about being “nice” or “tough.” It’s about being strategic. Here are 5 approaches that turn tough conversations into growth opportunities: 1. COIN Method For when performance needs a reset. Most people jump straight to criticism. But starting with context creates safety. “In yesterday’s meeting…” feels specific. “You always…” feels like an attack. The magic is in the Next step: Don’t just point out problems. Co-create solutions. 2. SBI Model For when you’re recognizing wins or addressing gaps. Vague praise like “Great job” doesn’t teach. Specific feedback does. “When you asked that clarifying question, the client leaned in…” That’s something they can actually repeat. 3. STAR/AR Method For when someone’s ready to level up. Most feedback looks backward. This one builds forward. Review what happened → then explore alternatives. You’re not just fixing mistakes. You’re expanding capacity. 4. DESC Script For when you need to set boundaries. Boundaries don’t push people away. They build trust. The key is Express. Own your experience without blame. “I feel…” lands. “You make me feel…” doesn’t. That’s how accountability shifts. 5. GROW Model For when someone needs guidance, not answers Old-school feedback = “Here’s what to do.” GROW = “Let’s uncover it together.” The power move? Stay curious longer. Ask “What else?” at least 3 times. The best ideas usually come last. One more truth: timing beats technique. Give feedback within 48 hours when memory is fresh. Don’t fire off complaints in the moment. And don’t wait for the once-a-year performance review. Find the sweet spot where perspective is clear and the moment still matters. That’s when feedback creates growth. ♻️ Repost if this helps you (or your team) have conversations that actually create change. 👉 Follow Desiree Gruber for more tools on storytelling, leadership, and brand building.

When I stepped into the role of CEO, a colleague told me I was difficult to approach. She explained how my reserved nature initially came across as unapproachable. After she attended our internal town halls and saw my informal communication style with colleagues, her opinion did change. She eventually grew to appreciate how I communicate. Her feedback was a gift. It showed me that how we see ourselves often differs from how others perceive us. And that difference opens up opportunities where we can continue our development. As we begin our mid-year review cycle, I encourage you to seek peer feedback from multiple colleagues. True talent is validated through the recognition of others, not in isolation. Areas where you see a need for development may be viewed by colleagues as skills you already possess. As someone who considers himself an introvert and can feel anxious when meeting new people, I am constantly pushing myself to be a leader who is open and approachable. It only happens, however, when I’m willing to listen to what others see in me. Building trust through honest dialogue is how we will continue progressing together on our journey of self and organizational improvement. I always welcome both complimentary comments and constructive criticism as fuel for growth. I hope everyone feels equally empowered to reach out to a colleague and ask, what do you see in me? #OneAstellas #Feedback #SelfImprovement

I'm sure many of us are familiar with the standard format of large, regular meetings that conclude with an anonymous Q&A session. While these meetings provide an opportunity for employees to anonymously voice concerns or ask questions of their leaders, it is not uncommon for the underlying topic to go unaddressed because the context is often unknown. It was the same for us. So, we wanted to create additional formats that would allow for a different atmosphere and for colleagues to really talk about what was on their minds. We introduced "Ask Me Anything" sessions. They are held virtually to bring together colleagues from around the world. We limit the number of participants to keep the sessions small and personal. One requirement: Everyone is invited to bring at least one specific question they want to ask or topic they want to raise and discuss. That way, we make sure that everyone is prepared to really engage and encourage dialog. And I have to say, it works very well for us. For me personally, the sessions have a very special added value: My colleagues are a sounding board and give me insight into areas for improvement, potential concerns, and creative solutions. Best of all, the sessions also contribute to our OneHR understanding: each session is attended by a diverse mix of representatives from different HR teams. This helps us work against silos and ensures mutual exchange and understanding. What’s one thing you would like to change or improve about your company's communication culture? #Communication #Engagement #Transparency #Culture #Feedback #peoplecreatevalue

My workshop feedback method has a 100% response rate — and uses zero forms. I ditched post-workshop surveys because… no one filled them out and the ones who did wrote things like “Great workshop 🤗 ” (helpful… ish ⁉️ ). So now I use my four-question, four-colour sticky-note system at the closing of a workshop. It’s fast, visual, and human. It surfaces real language, real commitments, and real insight. Reflection becomes baked into the workshop instead of bolted on. Here’s the magic. I ask everyone to respond to these phrases individually 🟡 “I learned / liked / aha!” - Quick bursts of insight. One idea per sticky. No faffing. 🟢 “I will…” (What ideas do you plan to implement immediately?) - The gold. Actual commitments. I can instantly see what’s going to live beyond the room. 🔴 “I wish…” (What support do you need or what else do you wish we had explored today?) - Constructive, honest improvement ideas and what they need to succeed post-workshop. Better than any anonymous text box. 🔵 One word (What single word best describes your overall reaction to the session?) - These become my word cloud*, and it tells me the emotional temperature in one glance. Then, in small groups, participants choose their top insights, star them, and share them with the room. It turns into this joyful moment where you can see what activities really landed and what learning truly stuck. Impact? • I can literally see what resonated. • The “I will…” notes show behaviour change starting before people even leave the room. • The “I wish…” notes help me evolve each workshop immediately. • And the one-word cloud gives me a pulse check that’s surprisingly accurate. (see word cloud from 10 workshops* - 210 words - in comments) Yes, I still type them all into a spreadsheet by hand (there’s something human and connective about reading people’s handwriting). Then I let AI help me spot themes and patterns. It’s simple. It’s human. It works. And gives clients tangible, meaningful insights... Curious: how do you gather feedback that actually helps you get better? #PlayMore #JudgeLess #feedback #facilitation

❓ Is it time to ban the annual engagement survey? I see so many companies that make a big hoo-ha annual engagement survey, wait months to analyse results and make action plans and talk about it with employees, then often by the time they're ready to act on the data guess what, it's time for next year's survey! And round and round we go on the endless cycle. Each year fewer employees complete the survey because they don’t see the point. Nothing changes. What's the alternative? It’s time to move away from “let’s listen once a year” to “let’s listen regularly”. Here are some practical ways you can do this: ➡️ Pulse checks: Short, frequent surveys to check for employee understanding and sentiment ➡️ Social listening: Pay attention to what employees are talking about in your internal comms channels ➡️ Focus groups: Facilitated conversations with employees to gather deep, rich insights on a particular topic ➡️ Mobile-first feedback: Meet frontline workers where they are with surveys designed for phones, not desk computers The trick is to be intentional and to build listening into your everyday employee experience, not treating it as an annual event. Smart companies are moving beyond the "survey them once and hope for the best" approach. Tools like Employee Insights by Workvivo by Zoom are designed to make continuous listening part of your regular employee engagement strategy, with surveys that appear naturally in employees' daily workflow. Is it time to ban the annual engagement survey? Tell me in the comments 👇

Let's be honest, feedback can sometimes feel like one of those dreaded things at work for most. But what if we looked at it differently? What if feedback wasn’t about pointing out flaws but about helping each other grow and get better? This post stems from a mentoring session with one of my clients who has unfortunately been on the receiving end of harsh, unwarranted and untimely feedback. Imagine this: a workplace where everyone—from the intern to the CEO—feels comfortable giving and receiving feedback. A place where feedback isn’t something to fear but something that excites us because it means we’re all getting better together. This is  a workplace where feedback is: Constant: Not just a yearly event, but woven into everyday conversations. Honest: Given and received openly, without fear of judgment. Empowering: A tool for growth, not a weapon for blame. Here's how we make it happen: Lead by Example: Leaders, be open to feedback yourselves! Normalize it: Make feedback part of the daily routine. Build Trust: Create a safe space for open communication. Offer Support: Provide training on how to give and receive feedback effectively. Celebrate Success: Recognize when feedback leads to positive change. When feedback becomes a natural part of your culture, everyone wins. Performance soars, teams thrive, and the whole organization levels up. 💪 Have you experienced a great feedback culture? Share your stories in the comments! #feedbackculture #continuousimprovement #employeeengagement #quintessadvisors

If we're serious about elevating work performance, we need to elevate feedback. It's time to shift from the standard one-on-one feedback model to a more inclusive, team-based approach. Traditional feedback, where a manager is the primary source, is increasingly impractical. Managers may not even have visibility into the day-to-day work of individuals or their teams. But who does? The team members themselves. It's the people working alongside us every day who see our efforts, challenges, and successes. They're in a prime position to offer relevant, timely feedback – and we need to leverage this untapped resource of insight. This realization leads us to the concept of 'Co-development.' This approach transforms feedback from a one-way directive into a dynamic, mutual growth process. In Co-development, feedback isn’t just a managerial task; it shifts to become a collective responsibility of peers. Every team member plays a part in elevating the group, sharing insights and skills to help each other thrive.

The fastest way to make feedback ineffective? Turn it into a monologue. In RA/QA, I see this all the time.
Leaders really care about their teams. They want to be supportive. They want to give context.
So they turn a simple piece of feedback into a long explanation… and the core message gets lost. The intention is there, but the result is the opposite of what they hoped for.
People walk away unsure what actually needs to change. Long feedback creates confusion.
Short, factual, future-focused feedback creates improvement. We spoke about this on our recent episode of future leaders - link in comments. Here’s a structure that works in under 30 seconds - and actually lands: 1. Here’s what I saw Keep it factual. No assumptions. No emotion. “Hey, I noticed in today’s meeting you asked questions that were already covered in the preread sent yesterday.” This is just the observation.
Not a character judgement.
Not a story.
Just: here’s what happened. 2. Here’s why it matters People need to understand the impact of their behaviour. “It gave the impression you weren’t fully up to date, and we spent time repeating information instead of moving the discussion forward.” Impact gives the feedback meaning.
It connects the moment to the bigger picture - team time, decisions, trust, efficiency. 3. Here’s what to do next time Make the path forward simple and achievable. “Next time, please take a moment to go through the preread so we can use our time together more effectively.” This is what effective feedback sounds like.
Not dramatic. Not heavy. Not personal.
Just clarity. Short feedback doesn’t minimise the issue - it removes the confusion.
And when people know exactly what’s expected, they adjust faster and perform better. Most performance issues don’t require a 10-minute monologue.
They require a 30-second conversation delivered with intention. These insights are backed by the expert panel in our latest Future Leaders Session, Mastering Performance. You can watch the full session here: https://lnkd.in/dtEHMta2 And if you want to deepen your leadership capability in 2026, join the next Future Leaders Session: here > https://luma.com/oemwy59f See you there!

Most leaders don’t struggle to give feedback because they lack good intentions, they struggle because they lack the right frameworks. We say things like: 🗣 “This wasn’t good enough.” 🗣 “You need to speak up more.” 🗣 “That project could’ve been tighter.” But vague feedback isn’t helpful, it’s confusing. And often, it demoralizes more than it motivates. That’s why I love this visual from Rachel Turner (VC Talent Lab). It lays out four highly actionable, research-backed frameworks for giving better feedback: → The 3 Ps Model: Praise → Problem → Potential. Start by recognizing what worked. Then gently raise what didn’t. End with a suggestion for how things could improve. → The SBI Model: Situation → Behavior → Impact. This strips out judgment and makes feedback objective. Instead of “You’re too aggressive in meetings,” it becomes: “In yesterday’s meeting (Situation), you spoke over colleagues multiple times (Behavior), which made some feel unable to share (Impact).” → Harvard’s HEAR Framework: A powerful structure for disagreement. Hedge claims. Emphasize agreement. Acknowledge their point. Reframe to solutions. → General Feedback Tips: – Be timely. – Be specific. – Focus on behavior, not identity. – Reinforce the positive (and remember the 5:1 rule). Here’s what I tell senior FMCG leaders all the time: Good feedback builds performance. Great feedback builds culture. The best feedback builds trust, and that’s what retains your best people. So next time you hesitate before giving hard feedback? Remember this: → You’re not there to criticize. → You’re there to build capacity. Save this as your cheat sheet. Share it with your teams. Let’s make feedback a tool for growth, not fear. #Leadership #FMCG #TalentDevelopment #PerformanceCulture #FeedbackMatters #ExecutiveDevelop