Finding true north with feedback can be hard. Human beings don’t want to offend. We want to be accepted by our peers and belong. Therefore, leaning into conflict and giving feedback can feel risky. But without it, we will never reach high performance as a team.

Here’s the dilemma leaders face: Too direct and feedback feels like an attack, people shut down. Too much empathy can lead to stagnation in performance or people eventually leave because they don’t feel they are getting what they want.

How do you find the golden middle that creates both psychological safety and real growth?

As a leader with a vision to execute, feedback is your accelerator. Without it, minor issues become project delays, misalignment goes uncorrected, and mediocrity becomes your culture. Your A-team can’t execute at their highest level if they’re guessing what good looks like or avoiding hard conversations.

The quality of your feedback directly determines the quality of your togetherness and performance.

Application: Use the STAR Model to deliver feedback that creates change without damage:
S – Situation: Describe the specific context (when, where, who was involved)
T – Task: Clarify what was expected or needed
A – Action: Name the specific behaviour you observed
R – Result: Explain the impact of that action

Then, brainstorm alternative actions to achieve alternative results. Ask many questions and listen well. Be curious. Find solutions for improvement together
This framework removes judgment and focuses on observable facts and outcomes. It creates space for learning, not defensiveness.

I’ve been working with a local council for several years, training their staff on these powerful feedback techniques. As a result, they’re growing as an organisation with a strong feedback culture, one where people give and receive feedback as a gift, not a threat.

What would change in your team if feedback became your competitive advantage?

#Leadership #FeedbackCulture #HighPerformance #TeamDevelopment #Togetherness