Most leaders know feedback matters, yet many still struggle to give it consistently and effectively. Some worry about how the message will be received. Others may avoid the conversation entirely or wait until a performance review to raise an issue.
Good feedback takes effort. Positive or critical, feedback should give the other person something valuable they can understand, consider, and act on.
Here are a few Cadence resources to help you make feedback more useful.
1. Don’t wait for the performance review
Feedback is most helpful when it’s timely. Waiting months to raise an issue can make it harder for someone to understand what happened and what they can do differently.
Regular feedback also gives managers more opportunities to recognize strong work instead of saving positive comments for an annual review. When feedback only happens during formal reviews, it can feel disconnected from the conversations happening throughout the year.
Use your 1:1s, project updates, and everyday interactions to make feedback part of how you lead.
Read: Performance Reviews Don’t Have to Be Painful: 8 Tips for Giving More Effective Reviews
Read: The 1:1: The Most Important Meeting You’re In
Listen: Ask Aram – Challenging Conversations and Promotions
2. Be specific about what you’re seeing
Saying, “That’s a great piece of work,” sounds positive, but it doesn’t give the person much to work with. Valuable feedback explains what you noticed and why it matters.
This applies to positive feedback as much as critical feedback. When you explain what someone did well, what needs to change, or the impact of their actions, they have something concrete to build on.
Read: 3 Traits of Great Managers That Drive Employee Engagement
Listen: Feedback Makes You Your Best – Christine Ross, Proof Experiences, Ep. 76
3. Remember that feedback affects the relationship
How you deliver feedback matters. Even positive feedback can fall flat when it feels vague or insincere, while poorly handled critical feedback can damage trust.
The strongest feedback connects the person’s work to its impact on the team or business. It also shows that you have paid attention to their contribution, rather than simply going through the motions of giving feedback. This makes feedback part of the relationship between a leader and their people, not just a task to complete.
Read: How Leaders Can Strengthen Relationships Through Challenging Conversations
Read: Unlocking the Power of Conversational Communication
Listen: Ask Aram – Decision Making & Managing High-Stakes Meetings
4. Give people room to respond and agree on what’s next
Giving feedback doesn’t mean doing all the talking. Give the other person space to respond, ask questions, and share information you may not have considered.
This is particularly important when the feedback is difficult or emotions are involved. Listening with curiosity can help you understand what happened and make the conversation more productive.
Before ending the conversation, make sure you have a clear idea of what happens next. That might mean agreeing on a change, deciding to revisit the issue, or simply giving someone time to think. In the end, both people should leave with a clearer understanding of the situation and a way to move forward.
Read: Tears at Work: How Leaders Can Manage Emotion With Curiosity and Empathy
Listen: Navigating Harsh Feedback – Nathan Lane, Ep. 82
Conclusion
Feedback is most useful when it is specific, timely, and connected to what happens next. Take the time to explain what you noticed, why it matters, and how it made a difference. Then give the other person a chance to respond and agree on a next step. Meaningful feedback takes effort. That effort, in turn, can strengthen performance, development, and the relationship itself.
If giving feedback feels challenging, start with one of the resources above and focus on one small improvement at a time. Consistent, thoughtful feedback is a skill that develops with practice.
