How to Give Feedback That Actually Improves Performance

Feedback is one of the most powerful tools a manager has. Done well, it motivates employees, builds confidence, and drives continuous improvement. Done poorly - or not at all - it creates frustration, uncertainty, and missed potential.

The reality is that many employees aren’t thriving in their careers because of the feedback they receive (or don’t receive). Some only hear from their managers when something goes wrong, leaving them feeling like they can’t do anything right. Others get vague encouragement that sounds nice but doesn’t actually help them improve. And in some workplaces, feedback is so rare that employees are left guessing about their performance, only to be blindsided when issues arise.

This isn’t just frustrating for employees - it’s bad for business. People who don’t know where they stand become disengaged. They either hold back, afraid of making mistakes, or they assume they’re doing fine when they have things they need to work on. Either way, it stifles performance.

The best managers understand that feedback isn’t just about pointing out what’s wrong - it’s about creating a culture where employees feel supported, challenged, and clear on what’s expected of them. And that requires more than an annual review or the occasional one-to-one meeting - it means building trust, mentoring employees, and following up on their progress.

Here’s how to do it properly.

Make Feedback The Norm

If the only time employees receive feedback is in a formal review or when something’s gone wrong - it’s no surprise that they start to dread it.

When feedback is part of everyday conversations, it becomes natural, constructive, and much more effective. Employees aren’t left wondering how they’re doing because they’re regularly getting clear guidance on their progress. They know what’s working, what needs improvement, and how to move forward.

This doesn’t mean micromanaging or constantly commenting on everything an employee does. It means making feedback a regular habit - whether in one-to-one meetings, casual check-ins, or even in the moment when you see something worth highlighting.

A quick comment like, “I liked the way you handled that client objection - good thinking,” or “Next time, try structuring your report like this for better clarity,” can be far more impactful than waiting weeks to bring it up.

Be Honest But Don’t Just Focus on the Negatives

Most managers naturally default to pointing out problems. It feels like the responsible thing to do because how else will things improve?

But if all employees hear is what they need to fix, they start to feel like nothing they do is good enough. And that’s when motivation starts to drop.

But on the flip side, some managers go too far the other way, avoiding difficult conversations because they don’t want to upset their employees. You may think you're protecting emotions by doing this but it leads to unclear expectations and employees being blindsided when their performance is questioned in the future.

The key is to balance praise with constructive guidance. Employees need to know what they’re doing well just as much as they need to know what they could improve. Not only does this make feedback feel less like criticism, but it also helps employees understand their strengths - so they can build on them.

Instead of saying: “Your reports need to be clearer.”

Try: “Your reports are well-researched, but adding clearer sections and a summary at the end would make them even stronger.”

This way, employees leave the conversation knowing what they’re already doing well, where they need to improve, and how to do it.

Make Feedback Specific and Actionable

Vague feedback isn’t helpful. Saying “You need to be more proactive” or “Your communication could be better” doesn’t actually tell employees what they need to change.

If you want feedback to lead to real improvement, it needs to be clear, specific, and actionable.

Otherwise, what's the point of being a leader if your only way of leading is directing your employees in a vague direction? As a manager, you want to lead in a way that helps you to feel confident that you have given all you can, whilst allowing for independent work and thinking.

Create a Two-way Conversation

Feedback isn’t just about telling employees what they need to do - it’s about helping them grow which means making it a conversation, not a lecture.

When you give feedback, ask questions like:

• “How do you feel about your progress in this area?”

• “What challenges are you facing?”

• “What support do you need from me to help improve this?”

This not only helps employees feel heard, but it also makes them more engaged in their own development. When feedback feels like something is being done with them rather than done to them, they’re far more likely to take it on board.

Be Timely With Feedback

Where and how you give feedback matters.

Some managers make the mistake of giving constructive feedback in front of others, which can be embarrassing and demotivating. Others wait too long to bring something up, letting small issues turn into bigger ones.

A good rule of thumb:

• Praise publicly, correct privately. If someone’s done great work, acknowledge it in front of the team. If they need to improve, have a one-to-one conversation.

• Pick the right time. If an employee is visibly stressed or frustrated, they won’t be in the right mindset to receive feedback. Choose a moment when they can be receptive.

• Give them space to process. Feedback isn’t always easy to take in immediately. Sometimes employees need time to reflect before they can act on it.

Support Employees Beyond the Conversation

Feedback is only the start of the change and it should be followed up with practical support and mentoring.

If you tell an employee they need to develop a skill, ask yourself: What am I doing to help them improve?

That could mean:

• Providing training or resources

• Pairing them with a mentor

• Giving them more opportunities to practice a certain skill

• Setting clear, measurable goals and checking in on their progress

Employees are far more likely to grow when they feel supported, rather than just corrected.

Follow Up and Recognise Progress

One of the biggest mistakes managers make is giving feedback once and then never revisiting it.

If you want feedback to drive real improvement, follow up. Check in on progress. Recognise effort, not just results.

A simple follow-up like:

• “I’ve noticed you’ve been speaking up more in meetings - great job.”

• “Your reports are much clearer now, keep going with that approach.”

This not only reinforces the right behaviours but also makes employees feel like their growth is being noticed. And when people feel seen, they stay engaged.

- Written by Oliver Howson

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