A gentle (and slightly cringey) reminder that giving great feedback is harder than it looks – and how we can all do it better.
We’ve all been on the receiving end of that one piece of feedback that left us blinking in confusion. You know the one: “Just… do better.” Better than what? Better compared to who? It’s one of those moments that’s almost funny – until you realize your next performance review might hinge on deciphering that cryptic clue. And if you’ve ever given feedback like that? Don’t worry. You’re in very good, very awkward company.
The truth is, feedback is one of the most powerful tools we have in the workplace. It helps people grow, align, and feel seen. But more often than not, it also becomes a source of tension, misunderstanding, or flat-out hilarity. There’s a reason so many of us carry the emotional scar tissue of that one time a manager said, “You’re not like Alex,” or tried to sandwich criticism between two stale compliments. Most of us were never actually taught how to give feedback – especially the kind that inspires action without causing damage.
It’s not always intentional. In many cases, feedback fails come from a lack of training or confidence. Managers may hesitate to be too direct, so they end up being vague. Or they overcompensate and come off as too blunt. Others fall into the trap of comparing employees to one another – like “Why can’t you be more like Alex?” – which not only alienates the person receiving the comment but also builds unhealthy competition. Even well-meaning phrases like “You did surprisingly well!” can come off as backhanded when they’re not thoughtfully delivered.
Another common issue is timing. Delivering feedback in a public setting, or dropping a bomb of criticism five minutes before the end of a 1:1, rarely sets the stage for a productive conversation. And then there’s the infamous “feedback sandwich,” which often leaves people wondering if they’re doing great or terribly – or both.
So how do we get better at this? First, we normalize the fact that giving feedback is a skill, not a personality trait. Anyone can learn it. The key lies in clarity, empathy, and consistency. When feedback is specific, about the work (not the person), and delivered with a growth mindset, it becomes a real driver of engagement and trust.
For example, instead of saying, “This isn’t working,” try saying, “I noticed the campaign missed some key metrics. Let’s walk through what worked and what we can adjust next time.” That way, the message is still honest, but it opens the door for collaboration and improvement. At Innovation Minds, our platform supports this kind of feedback with real-time nudges and micro-feedback tools that make it easy to give small, meaningful pieces of feedback in the moment, without needing to wait for formal reviews.
We also encourage shifting the feedback conversation to be more two-way. Instead of delivering a monologue of performance notes, ask questions like, “How do you think that project went?” or “What support would help you improve this next round?” Creating space for employees to reflect or self-assess not only makes feedback feel less top-down, it also invites deeper insights. That’s why Innovation Minds includes feedback request features and upward feedback tools – so everyone gets to participate in the loop.
Another common pitfall is letting feedback build up until it turns into a surprise attack. People shouldn’t be blindsided during a quarterly review. Regular, lightweight check-ins – especially when they’re structured – make feedback more natural and less nerve-wracking. Using our 1:1 templates within Innovation Minds helps managers prepare and track feedback over time, ensuring continuity and reducing those dreaded “I forgot to mention this three months ago…” moments.
Perhaps the most underrated part of feedback is remembering to celebrate what’s working. Constructive feedback should never be about pointing out flaws alone – it should also spotlight strengths. Recognition is feedback too. When someone handles a client call well, jumps in during a crunch moment, or quietly smooths out chaos behind the scenes, acknowledging that effort builds confidence and momentum. That’s why our Moments Wall and Recognition tools are built into the daily workflow – so it’s easy to catch people doing something right and shine a light on it.
Of course, even with the best intentions, feedback can go sideways. You might already be replaying in your head something you said that didn’t land the way you meant. That’s okay. The good news is, feedback fails aren’t permanent. You can always clarify, revisit, and say, “Hey, I realized what I said might’ve come off wrong. Can I rephrase?” In fact, that willingness to own a communication misstep often earns more respect than pretending it didn’t happen.
The more we build a culture where feedback is viewed as a tool for development – not a judgment – we start seeing less fear, more curiosity, and way more growth. It’s not about getting it perfect every time; it’s about showing people you care enough to help them succeed. And when you do that consistently, even awkward feedback moments turn into opportunities to strengthen relationships.
At Innovation Minds, we believe feedback should feel less like a performance review and more like a partnership. Our suite of feedback tools is designed to reduce the friction, remove the guesswork, and create space for ongoing dialogue that feels safe, relevant, and empowering. Whether it’s nudging people to give timely praise, enabling 360 reviews, or giving managers the prompts they need to hold better 1:1s, we’re making feedback more human – and a little less cringey.
So yes, we’ve all delivered (or received) some hilariously bad feedback. And we’ll probably do it again. But if we’re willing to laugh at ourselves, learn from it, and get a little better each time, we’ll be well on our way to building teams that thrive on real talk – and real growth.
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