Feedback Doesn’t Have to Be Complicated

Are you feeling reluctant to provide feedback to a teammate? Do you struggle to accept feedback yourself? Or maybe you wish to motivate your team to offer more constructive insights to one another? What’s stopping us, and why isn’t this happening more often?

What is feedback?

The concept of “feedback” has its roots in systems theory. Whether expressed verbally or through body language, feedback entails reacting to a prior action, thus impacting that action.
Often, feedback is misunderstood as mere criticism, giving it an undeserved negative connotation. In truth, feedback is just information. Think about driving a car: minor tweaks to the steering keep you on track and help you reach your destination safely. The same idea applies in the workplace. During meetings, one-on-one chats, or morning huddles, you might learn about the hurdles your colleagues are facing. This opens the door to share a useful tip, give some advice, or even compliment them on a job well done. All of this counts as feedback. When feedback flows freely within a team, it boosts everyone’s performance, leading to a greater collective achievement.

“Feedback is the breakfast of champions.”
Ken Blanchard

How high is the bar?

Within any team or organisation, there exists a collective vision: happy customers, growing market share, top-notch products, and exceptional service. While the details of these ambitions—their priorities, the equilibrium among them, and the internal processes—may differ across companies, they act as a common benchmark for feedback. Feedback shouldn’t be random or simply based on what one person finds significant or bothersome according to their own tastes.

When feedback is in sync with the objectives and results your organisation aims for, it transforms into a powerful instrument for personal growth. This, in turn, directly supports the achievement of organisational goals. Feedback should never be viewed as mere personal critique or a catalyst for conflict, nor should it be dreaded as a potential strain on relationships. Instead, by centring on shared objectives, feedback has the power to enhance both the organisation and the team as a cohesive unit.

Afraid of fuss?

Feedback can pop up in all sorts of scenarios: during meetings, performance evaluations, one-on-one chats, and throughout the workplace. Yet, there are plenty of reasons people hold back on sharing feedback. You may fear it could strain your relationship with the other individual or come off as negative. The same reservations can occur when you’re on the receiving end of feedback. However, it’s essential to see feedback as a powerful tool that supports both individuals and, ultimately, the team in achieving greater success.

Simplify the process

In reality, we often encounter managers who save their feedback for scheduled performance reviews or annual assessments. But why take this route? This method doesn’t allow employees to make real-time adjustments that align with the objectives of the team or organisation.

To grasp the significance of ongoing feedback—both giving and receiving—let’s draw a parallel from the sports arena. How can an athlete enhance her lap times if she’s unaware of what they currently are? Similarly, how can a football player perfect his technique if he can’t analyse his performance or access data on his effectiveness?

The same principles apply in the business world! Offer your employees consistent insights into their strengths and areas for growth. Avoid hoarding feedback—doing so not only squanders development opportunities but also makes the feedback process feel unnecessarily complicated or overwhelming. What’s the price of withholding feedback, and what’s the worst that could happen? A little time and attention can yield significant results. It opens the door for your colleague to evolve, and you play a part in the team’s overall success. And if the recipient doesn’t immediately see the worth in your feedback? That’s your golden opportunity for a meaningful dialogue. Ultimately, when feedback is delivered with a genuine intent to assist, everyone walks away a winner!

“We all need people who will give us feedback. That’s how we improve.”
Bill Gates

What about getting feedback?

As the brilliant Bill Gates pointed out, feedback is essential for our growth. Let’s foster an atmosphere within our team where sharing and receiving feedback is as natural as breathing. Don’t hesitate to invite your colleagues to share their thoughts with you; treat it as a golden opportunity for your personal and professional advancement.

Keep in mind, feedback is not solely about pinpointing where you can improve; it’s also about uncovering your strengths and recognising what you excel at. You have the power to decide what you want feedback on—begin with small steps if the idea feels overwhelming. If you come across feedback that rubs you the wrong way, resist the urge to get defensive. Instead, seek clarification. There’s a chance the other person has spotted something you’ve overlooked, giving you a fresh angle to consider. How incredibly valuable is that?

Ready to dive into feedback? Here’s how you can lift each other up!

We encourage you to view feedback as a fantastic chance to genuinely support one another. Let’s steer clear of mutual annoyance or frustration—those won’t do anyone any favours! If a colleague’s actions are getting under your skin, jotting down your observations can be quite beneficial. What are you noticing? How are you feeling? What effect is their behaviour having on you, and how could you assist them in improving?

When offering feedback, keep these tips in mind:

• Describe the behaviour: aim for objectivity and be specific about what the other person has done.
• Explain the consequence: clarify the effects of that behaviour.
• Express your feelings: share how it makes you feel.
• Suggest alternatives: offer possible alternatives and explain how they could lead to positive outcomes.

Curious to learn more about mastering the art of giving and receiving feedback effectively?

For three decades, InContext has been at the forefront of crafting leadership and team development programmes, serious games, and online tools—both in the Netherlands and around the world. Our experienced consultants excel at weaving inspiration, creativity, and collaboration with keen analysis, actionable steps, and tangible results.

We stand out by delivering innovative and sustainable solutions for our clients. By integrating serious gaming—whether on its own or in conjunction with consultancy—you empower your colleagues to rehearse and make decisions based on relatable scenarios. They get feedback on their actions, can explore various strategies, and immediately practice alternative behaviours. Check out our tools like Selfie 360, Team Flow Index, Ixplora, or TeamUp.

If you have any questions after diving into this blog or if you’re interested in exploring opportunities for your team or organisation, don’t hesitate to reach out—we’d love to help!

For this blog we used the following sources:

• Covey, S. (2015). The 7 Habits of Highly Effective People (25th Anniversary ed.).
• Blanchard, K. (2016). BK Blog | Feedback is the Breakfast of Champions by Ken Blanchard.
• Benedict, T. (2009). The winning dialogue (3rd ed.). Reed Business Education.