Feedback is a Gift

Most people think employees want praise. High performers want feedback.

Certainly, everyone appreciates recognition for a job well done. Encouragement matters. Positive reinforcement matters. But if you lead talented, ambitious people long enough, you will discover something important: high performers crave constructive feedback. They want to know where they stand, what they are doing well, and—perhaps most importantly—where they can improve.

One of the most frustrating things a leader can say to a high performer is, “You’re doing great. Just keep doing what you’re doing.” 

At first glance, that sounds complimentary. In reality, it often leaves the employee feeling unsatisfied, even neglected.

Why?

Because high performers know they are not perfect. They know there are things they could do better. They know there are blind spots they cannot see. When a leader offers only generic praise and no actionable feedback, employees often conclude that the leader is not paying attention. Worse, they may assume the leader simply doesn’t care enough to help them grow.

For years I received annual feedback like this. It seemed lazy and dismissive to me. I knew I had rough edges that needed sanding (even the most perfect diamonds need fine polishing to shine).

Why didn’t my leaders trust me with the truth? That question lingered in the back of my mind for years.

Then, a few years before I retired, I was shockingly passed over for a big promotion. After a decade of, “Keep doing what you’re doing—everyone loves you” reviews, I was confused and angry. To this day no one has even attempted to explain what happened. It hastened my retirement by years.

The best employees are not looking for validation. They are looking for development.

Unfortunately, giving meaningful feedback requires something many leaders lack: courage.

Corrective feedback demands honesty. It requires a leader to identify deficiencies, address them directly, and then coach the employee toward improvement. It also requires follow-through. A leader cannot simply point out a weakness and disappear. They must stay engaged, monitor progress, and let the employee know whether the changes are working.

That takes effort.

Many leaders avoid these conversations because they fear the consequences. They worry the employee will become discouraged. They fear damaging the relationship. They wonder if the employee will become angry or even leave the organization. 

Ironically, the opposite is often true.

When feedback is delivered with respect, clarity, and genuine concern for the employee’s success, it strengthens trust rather than weakens it. Employees recognize that someone cares enough about them to tell them the truth. They understand that coaching is an investment in their future. In many cases, constructive feedback increases engagement because it gives people a clear path to becoming better.

The timing of feedback matters as much as the content.

The most effective feedback is often immediate. Think about a meeting that just ended. Rather than waiting for an annual review—or even the next one-on-one—a leader can say, “You handled the client’s concerns exceptionally well. However, you lost the room a bit during the financial discussion. Next time, simplify the message and pause for questions.”

That conversation takes two minutes.

Yet it provides both reinforcement and direction while the experience is still fresh in everyone’s mind.

Great leaders understand that feedback is not an event. It is a continuous process of observation, communication, coaching, and encouragement.

A final word of caution: poor feedback—or the absence of feedback—creates confusion. Employees are left guessing what success looks like. Performance problems linger unaddressed. Respect for leadership begins to wane. Over time, people stop trusting leaders who won’t tell them the truth.

Feedback is a gift. Give it generously. Give it honestly. Give it promptly.

Your people deserve nothing less.