Over my decades in banking, commercial real estate, and executive recruiting, I mostly led small teams or worked as an individual contributor. Later at Google, I found myself managing 30 people across three teams. Leading at this scale showed me a surprising blind spot: my peers—leaders and managers— struggled with giving feedback, including to me. I wasn’t surprised, however, by how those on the receiving end struggled to make sense of feedback from senior staff.
Why? Because they hadn’t experienced helpful feedback. They were used to hearing “That was fine” or “Good job.” That's not feedback. That’s sidestepping a productive conversation. Break it down. Tell people what they need to hear, not what they might want to hear.
Earlier in my career, after presenting to a group of executives, I asked my manager for an honest evaluation. He responded, “Your presentation style is great, but I think you should have had better command over some of the numbers you described.” Perfect—that was exactly what I needed to hear. From then on, I mastered my data before facing any audience.
That’s what real feedback sounds like. It’s constructive, the opposite of empty praise. You can use it, build on it. Years later, I still think about that manager’s approach to feedback. It shaped how I present, a skill that’s now central to my work.
Effective feedback concentrates on growth, not perfection
Are you bringing an attitude that inspires and supports your team? Are you creating an environment where others can truly excel? These qualities depend on providing honest, consistent feedback, and they can’t be measured by performance review metrics.
Feedback helps fix mistakes, sure, but it also builds connections, expands self-awareness, and creates space for creative risks. The best leaders know this, and they leverage feedback to foster cultures where everyone can grow and thrive.
Giving feedback is a leader’s obligation. You owe it to your people. Let’s explore five strategies for providing feedback that actually works.
1. Remove barriers.
Managers often hesitate to give feedback because they’re uncomfortable with difficult conversations and don’t necessarily see how important it is in developing their teams. But withholding feedback—especially from underrepresented groups—can create barriers that lead to people being put at a disadvantage.
I experienced this firsthand. Early in my career, I watched male colleagues get invited to play golf with our higher-ups. I didn’t care about missing out on golf (I was allergic to grass) but I was missing out on informal feedback. As one of the few women of color in the entire organization, I had to find other ways to bridge this lack of access.
According to McKinsey, lack of career development is the number one reason people quit their jobs. To counteract this, leaders should create spaces where feedback flows openly and equitably.
2. Be timely and specific.
Don’t wait. Whether it’s positive or constructive, feedback is most impactful when delivered in the moment. Make it specific and actionable. Generic praise like “I thought you did fine” doesn’t offer a path forward. Show people where to focus their efforts, like my manager did with his feedback on my presentation. I knew exactly what to work on.
3. Make it a conversation.
Feedback is a dialogue. The goal isn’t to point out what’s working or what needs improvement, it’s to help someone understand the standard and provide them with the direction and context to meet it.
Focus on the bigger picture: how their work fits organizational goals, what success looks like, and how to achieve it. Make feedback feel like an invitation to grow, not a final verdict.
4. Focus on development rather than criticism.
Set people up for long-term success. Think of your feedback as an investment in their potential, not a judgment of their past performance. When I received my manager’s feedback, I didn’t just change one presentation. I paid attention to how my colleagues approached their data and incorporated their techniques into my work.
5. Prioritize kindness over niceness.
Being nice is saying "thorough analysis" when there's actually room for improvement. Being kind is having the courage to address what's holding someone back and helping them to grow—what they need to hear. People-pleasing tendencies (being “nice”) can compromise your effectiveness as a leader. Choose growth over temporary comfort and be “kind” by speaking with candor and empathy.
Shaping leaders through feedback
As our workplaces evolve and AI continues to take on more routine tasks, human leadership skills like communication, emotional intelligence, and self-awareness are more crucial than ever. Feedback is the key to cultivating these strengths.
To determine whether you’re doing right by your team and meeting your and their leadership goals, ask yourself these questions:
- How often do I provide specific, actionable feedback?
- What holds me back from honest conversations?
- Am I creating informal channels for delivering feedback, or are some team members being excluded?
- Do I encourage openness to learning and show vulnerability in my own development?
If your answers reveal discrepancies in your organization’s feedback flow, you have the power to change that.
By offering thoughtful, honest feedback, you’re shaping future leaders. In the process, you’ll deepen your knowledge of your own leadership efficacy and influence.
Sending love and light,
Ginny