Why is feedback so hard ?
Why is feedback so hard ?
The Art of Feedback : Building Better People Managers
Feedback isn ’ t just a tool ; it ’ s the foundation of great people management but why is it one of the most challenging aspects of leadership ? Many managers have shared horror stories with me of poorly handled feedback during my workshops . Often , it ' s not the content but the delivery that makes or breaks the feedback message .
So my question this month is : how can we master feedback and enable teams to thrive ?
Feedback is the Foundation of Success I suppose I would say that , but I have found in my 25 + years working in HR that feedback done well , is a magic tool because it …
• encourages growth by fostering self-awareness and accelerating learning ;
• strengthens teams by building collaboration , engagement , and trust ( when it ’ s done well !)
• avoids damage ( we all know poorly delivered feedback can undermine confidence , waste time , and create friction )
Here are my top tips on how to Deliver Great Feedback In my Art of Feedback workshops , I teach a simple yet effective structure to ensure feedback helps people to flourish : 1 . Behaviour
• Focus on specific actions , not the person ;
• Use concrete examples to illustrate your points ;
• This approach separates feedback from personal judgment , making it constructive .
My Art of Feedback workshops offer a dynamic , interactive space to :
• Build confidence in giving and receiving feedback ;
• Learn practical strategies for tough conversations ;
• Explore emotional dynamics , self-talk , and unconscious biases ; and
• Leave with actionable skills to take back to your teams .
Feedback isn ’ t just an art — it ’ s a muscle that strengthens with practice . By embedding strong feedback skills into your leadership culture , you create an environment where everyone can thrive .
Contact me to discuss designing a workshop tailored to your organisation ' s needs . Together , we can lay the bedrock for better people management and stronger teams .
Ruth George - HR Consultant ruth @ ruthgeorge . com ; 07899 920075 This is not legal advice and is provided for general information only . © Ruth George HR Consulting .
2 . Impact
• Clearly explain the consequences of the behaviour ;
• Share your perspective on how it affects individuals , teams , or goals .
3 . Questions – use these to shift from a monologue to a conversation and use open questions , for example :
• “ What ’ s your perspective on this ?”
• “ Why do you think this happened ?”
• “ How can we move forward together ?”
18 < Boxmoor Direct < December 2024 <