Early in my leadership career, I made a critical mistake—I gave feedback without examples.
I thought I was being helpful, offering insights to guide my team’s development. But in reality, I was just leaving them confused, frustrated, and unsure of what to do next.
I’d say things like:
❌ “Be more strategic.”
❌ “You need to collaborate more.”
❌ “Engage executives meaningfully.”
❌ “You have to think about business impact.”
❌ “Your customer conversations need to be more valuable.”
Looking back, I cringe.
What does any of that even mean? How could anyone act on such vague directives?
Feedback Without Examples Isn’t Feedback—It’s Just an Opinion
And opinions don’t drive change.
I had to change my approach, and once I did, everything shifted.
The Fix: How I Made Feedback Actionable
Here’s what I did differently:
✅ Documented Specific Examples – Instead of broad statements, I captured real behaviors. I noted what was said, how it landed, and why it mattered.
✅ Gave Feedback in Real Time – No more waiting for formal 1:1s. If something needed to be addressed, I did it immediately while it was still fresh.
✅ Provided Context – Instead of just telling someone what to change, I made sure they understood why it mattered.
✅ Offered Alternatives – I didn’t just call out issues; I gave them concrete examples of what they could have done differently.
✅ Asked for Their Input – I made sure my feedback was clear, then invited their perspective. Clarity and alignment matter more than my opinion.
✅ Recognized Progress – When I saw improvement, I called it out. Reinforcing the right behaviors was just as important as correcting the wrong ones.
This small but critical shift made a massive impact—not just on individual growth, but on team performance overall.
Before Giving Feedback, Ask Yourself:
🔹 Will this actually help them improve, or am I just venting?
🔹 Have I provided specific examples they can learn from?
🔹 Am I making it clear why this feedback matters?
Giving effective feedback isn’t just a leadership skill—it’s a responsibility.
If we want our teams to grow, we need to give them something tangible to work with.
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