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3 Lessons I Learned About Giving Feedback That Actually Works
Giving effective feedback in leadership isn’t just about correcting mistakes — it’s about building trust and confidence. Last year, I worked with a new team leader named Denise, who learned that lesson firsthand. She had recently been promoted after leading a successful project and was now managing six employees across three states. Most of them had never even met her in person.
Her first 30 days were rocky.
At our check-in, Denise admitted she didn’t know how to give feedback without sounding either too critical or too vague. She was walking on eggshells. Team morale was dipping. Deadlines were missed. And Denise, who I could tell was naturally empathetic and strategic, was starting to doubt herself.
So, we got to work. This was one of many moments where our custom learning solutions and leadership coaching approach made all the difference. Here’s how a few small changes in the way Denise gave feedback made a big impact. Not just for her team, but for her confidence as a leader too.
- She Started with the Positive, Even When It Was Hard
Denise’s first instinct during check-ins was to point out what went wrong. But her team was already nervous, so that approach just made them shut down further.
We shifted her focus. Start with what’s working.
Instead of saying, “Your last report missed several key metrics,” she began with, “Thanks for getting that report in on time. I can tell you put in the effort.” Only then did she add, “Let’s look at a few key metrics we want to highlight next time.”
It was a turning point. Team members opened up. They stopped bracing for criticism and started leaning into the conversation.
Tip: Feedback lands best when it feels safe. Lead with something true and positive. It makes the rest easier to hear and more likely to be acted on.
- She Got Specific and Ditched the Vague Praise
“Nice job,” she once told a team member after a presentation. But when I asked her what made it nice, she couldn’t recall. That moment stuck with her.
The following week, Denise tried something different. After another team member led a call with a client, she said, “The way you opened that call, especially how you summarized their challenge in one sentence, was so strong. It made us sound confident and prepared.”
The employee lit up. Specificity gave that praise real power.
This principle is built into our custom eLearning design strategy. We train leaders to give real-time feedback using relatable scenarios and role-play exercises. It’s one of the most-requested modules in our workforce training programs.
Tip: “Great job” is kind but forgettable. Say what, exactly, was great so they can repeat it with confidence.
- She Made Feedback Actionable, Not Just Corrective
At first, Denise would say things like, “I wouldn’t have handled it that way,” but that just left people confused or defensive. So, we practiced swapping judgment for direction.
One interaction stood out. A junior team member handled a tough email poorly. Instead of saying, “That wasn’t professional,” Denise said, “I saw that you responded quickly, which I appreciate. But in situations like that, it’s helpful to pause before replying and ask yourself what the core issue is and what tone would feel helpful, not just correct.”
That’s actionable. Not only did it de-escalate the mistake, it taught the employee how to self-assess in the future.
These are the kinds of moments we simulate through our eLearning and VR content development tools. They support growing teams and managers through repeatable, real-life practice. That’s what sets us apart as a training and development company that focuses on behavior, not just knowledge.
Tip: Always give them something they can apply in the next similar situation. That’s what makes feedback stick.
Action…Take Two! What Happened Next?
Denise didn’t just see better work. She saw braver work. Her team started speaking up. They met deadlines more consistently. And her confidence as a leader grew right alongside theirs.
All of this started when she stopped thinking of feedback as a verdict and began seeing it as a conversation.
This is what we mean when we say we’re not just vendors. We’re learning and development consultants who partner with and help companies build feedback-rich cultures that support long-term growth.
One Last Thought
As leaders, we don’t need to have all the answers. But we do need to be thoughtful in how we help others grow. The best feedback doesn’t just point out gaps. It helps light the path forward.
Ask yourself:
- Do my team members know what they’re doing well?
- When I offer corrective feedback, do I pair it with a path forward?
- Would I feel motivated or discouraged if I received feedback the same way I give it?
If any of those made you pause, you’re not alone. Denise was there too. And now? Her team is thriving.
Looking to improve how your organization delivers effective feedback in leadership? Explore our digital learning strategy and professional development programs, or connect with an instructional design consultant to help bring your feedback culture to life.
About the Author
Cheryl Powell, CEO of Learn2Engage, is in her 29th year as a Virtual Instructional Design and e-Learning Specialist, with clients all over the US and overseas. Additionally, she is a published author of various works of fiction and motivational speaker.
She holds a Bachelor’s in business management, a graduate certification in Project Management, a Master of Science degree in IT Project Management, and an ATD Gamification Level 1 Certificate. She has studied the Adult Learning principles of experts and theorists such as Gagne’s (nine events), Maslow’s (hierarchy of needs), and Dr. Ruth Clark, to ensure her courses, presentations, storyboards, and modules, engage the learner, utilize the proper balance of white space, text and graphics, and result in high Learner Retention rates.
Her clients return year after year for the affordable pricing, her rapid customer response rate, and the benefits they observe in the productivity of their employees after taking her courses.
