Giving and receiving feedback - why managers need support
Training managers how to give and receive feedback effectively is critical in a challenging economy. Feedback is a bit like a brick, it can be an important part of a larger structure providing shape and stability. Or it can be thrown through a window, smashing the glass and causing maximum damage. Feedback is very similar. It can be used as a powerful tool for growth and improvement but it's still something many managers struggle to get right, both when on the receiving end and when giving feedback to their teams. Commonly, negative feedback or feedback around lacklustre performance is delivered badly whilst positive feedback is not delivered at all or as frequently as it could be.
My experience has shown that managers struggle to give constructive feedback, while others find it equally difficult to accept feedback on their own performance. A Gallup report from 2022 found that only 26% of employees strongly agree that feedback improves their work, highlighting a significant disconnect between intent and impact.
What difference does feedback make in the end? According to Harvard Business Review 72% of employees rated "managers providing critical feedback" as important for their career development but only 5% believe managers give such feedback.
So, what are the barriers to effective feedback and how can organisations provide training to help managers deliver and receive feedback with confidence and skill?
Why do Managers struggle with feedback?
Fear of a negative reaction
Managers worry that delivering constructive feedback could lead to hurt feelings, or conflict. This fear can lead them to avoid difficult conversations or soften the feedback, making it less impactful. A study by Harvard Business Review showed that nearly 70% of managers admit to feeling uncomfortable giving direct feedback that could upset team members.
Unclear frameworks for giving feedback
Without a clear framework or structure, feedback can feel like it's subjective or overly critical. What people leaders need to know is how to give feedback that focuses on behaviours and outcomes. The absence of a structured approach can make it hard for managers to help their team members develop. This lack of clarity (and consistent approach) can lead to confusion for the person on the receiving end and reluctance on the manager’s part.
The challenge of balancing the positive and constructive elements
Those with leadership responsibility may be unsure as to how to strike the right balance. Managers may err on the side of being too positive, fearing that too much constructive feedback will discourage their team. On the flip side focussing on areas for improvement may leave the person on the receiving end feeling unappreciated, inadequate or demoralised.
They aren’t used to receiving feedback themselves
Managers who have not been exposed to quality feedback on their own performance can become defensive when it happens. When managers struggle with hearing feedback, it limits not just their own growth but also that of their teams.
Lack of training on delivery techniques
Feedback requires specific skills, such as active listening, empathy, and emotional intelligence, which many managers haven’t developed or aren’t being guided on. A survey by the Society for Human Resource Management (SHRM) found that only 37% of organisations offer formal training on how to give feedback effectively, despite its importance in driving performance.
There is no wrong time to start upskilling your leadership team around feedback and start equipping them with less traditional management (and arguably more needed) capabilities but if you’re currently looking at your performance management protocols it makes sense to review how feedback is given and how that can be improved. Here are some ways you can get started;
Actionable tips on training managers to give and receive feedback well
Adopt a structured model
Giving managers a framework for feedback conversations will help them feel more comfortable and confident. Some examples include the SBI (Situation-Behaviour-Impact) or the STAR (Situation-Task-Action-Result) technique, which guides managers to focus on specific behaviours and their impact rather than making personal judgments. These models encourage objective and constructive conversations.
Development of empathy and emotional intelligence
Training in empathy and emotional intelligence can enhance a manager’s ability to deliver feedback effectively. Don’t assume that people come with these skills inbuilt. McKinsey found that managers with high emotional intelligence are 3.5 times more likely to foster employee engagement and trust. Incorporating emotional intelligence into feedback training can teach managers how to gauge emotional responses and adjust their approach leading to more productive conversations.
Give managers the opportunity to practice
Feedback delivery is a skill that improves with practice. If you can simulate real-life feedback scenarios this will allow managers to practice their delivery, adjust their tone and respond to different reactions. Managers can also practice being on the receiving end of feedback to help build empathy with their teams.
Provide training
Effective feedback management isn’t just about giving, it’s also about receiving. Include training on how to accept feedback, helping managers to treat it as learning and growth rather than a threat. When managers model openness to feedback, they create a feedback-friendly culture where everyone feels more comfortable both giving and receiving constructively.
Active listening and clarification skills
Again, don’t assume these skills are inherent. Your managers may have been promoted on the merit of their technical experience but be new to leading people. Train managers to use techniques like summarising, asking open-ended questions and clarifying, this can lead to more meaningful discussions.
The role of continuous “in the moment feedback” – don’t save it up
Feedback is most effective when it’s continuous, not limited to one to ones and reviews. Encourage managers to engage in regular, informal feedback sessions, so employees can make small, timely improvements rather than receiving a long list of changes all at once. This approach also builds trust and reduces the anxiety often associated with feedback.
Coaching and follow up support
Follow-up support through coaching can help managers integrate feedback skills into their daily routines. Offering individualised guidance can help them apply what they’ve learned in training to real-life situations. A study by the International Coaching Federation found that managers who receive follow-up coaching improve their feedback skills by 60% compared to those who receive one and done training.
If you are invested in developing a culture that is feedback driven, managers need support from senior leadership. Here are a few ways organisations can reinforce feedback across all levels:
Recognition and reward - Encourage managers to give and receive feedback by recognising those who do it well.
Growth mindset – Foster a culture where feedback is viewed as a tool for growth and development rather than criticism.
Regular check-ins - Managers should receive feedback on their feedback skills.
The feedback dilemma is one that nearly all managers face but with training and support they can work on improving. Organisations that invest in developing feedback skills see stronger engagement, increased productivity and a growth-oriented culture. Those organisations are also better able to handle significant challenges and periods of rapid change. Developing a culture where people are comfortable asking for and receiving feedback from their colleagues and managers, can transform how an organisation workplace operates. Feedback promotes personal development, engagement and innovation.
A report released by DDI in September 2024 said that “60% of manager candidates had trouble empowering others” As we move into another challenging year for businesses and organisations face difficult questions around restructuring, redundancy and how they meet, adapt to and integrate emerging AI technology, managers need development and leadership training that goes above and beyond traditional models.