There's a strong case to be made for the relentless pursuit of feedback — in case you want to catch up, we've already outlined why you should be giving regular feedback and how to get curious about it.

To put it bluntly, you simply cannot transform as an organization if you don't center feedback and find ways to follow through afterward.

We've found that many leaders have questions about the last part; they're not sure what comes after the feedback is given. Without continuity and follow-up, feedback doesn't translate into lasting change or lead to meaningful growth, better performance, and improved working relationships.

In our recent webinar, From Feedback to Action, we shared four helpful tips and sparked some interesting conversations about how attendees are currently handling feedback. Read on for the highlights, and check out the on-demand recording anytime!

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First: Here's proof you know what good feedback looks like

For some reason, when we think about feedback in the workplace, it can feel like this mystical, lofty goal — but we're 100% sure you already know what good feedback cycles look like.

Here are three real-world, everyday examples of feedback being put into action:

Interacting with babies: Next time you see a baby and a caregiver, observe their interactions. Babies get (and give) constant feedback — don't touch this, eat that, you're doing great — and the feedback is often repeated, creating an endless feedback loop.
Team sports: Even if you've never played a sport, you've probably seen a game. Coaches are observing their players and announcing plays, fists are raised when someone scores, and the entire team is collectively coached during breaks. Again, a constant stream of information!
Tradespeople: Skilled trade workers typically work with apprentices, and they maintain a constant two-way dialogue around what should be done in any given situation. You can't learn a trade without receiving directions along the way, and master tradespeople can't teach without modeling the right way to do things.

These three scenarios have one thing in common: Information goes back and forth constantly between two people or groups of people. This is how people learn and grow. It's not seen as daunting or "too much" — it's necessary!

We encourage you to keep these examples in mind as you read through the tips below and try to bring that normalized, everyday POV to the way you think about feedback at work.

4 ways to make feedback actionable

Next, here are four key ways we make sure that feedback isn't forgotten after it's given.

1. Internalize that giving feedback is just the beginning

Feedback is just the start — and there's never an end! This is a big mindset shift for people who like to check things off their list and move on. Think of your feedback loops like a garden; they need tending and attention from everyone involved in order to thrive.

Continuing to follow up on feedback also shows your team you care about them and are invested in their growth, and it models the way you want them to give feedback to you.

What this sounds like: "I want to keep an open dialogue about your areas of strength and growth. Let's paste your goals at the top of our check-in doc and discuss them at least once a month."

2. Build feedback into future meetings now

Schedule future check-ins now and build feedback into those agendas so it becomes expected, and don't let yourself get in the habit of skipping it. We keep a standing check-in question on our 1:1 meeting templates so everyone knows feedback happens every time. You can also schedule dedicated feedback or follow-up meetings when something major needs to be discussed.

What this sounds like: "Things have been moving really quickly with the multiple launches. Let's find time at the end of the month to check in as a team on what's working and what we can improve."

3. Acknowledge progress and continuous improvement opportunities

Be sure you're regularly sharing positive observations; this can be as simple as sending a Slack message to celebrate someone. You should also be looking for patterns — are there areas that consistently need work? Collaborate with your team to identify ways to grow and move through any patterns that need to be addressed.

What this sounds like: "I saw you've been submitting your drafts ahead of schedule the last two weeks. That's a big improvement in a short time! At our next check-in, I'd love to hear more about how that's been going for you."

4. Reinforce strong feedback loops

Look for chances to give praise, guidance, and constructive support — with the understanding that you don't have to do every single one, every time. It's all about balance.

Experiment with different frameworks; we've shared the ACE and 2x2 tools, and another we like is "Start/Stop/Continue," where you indicate what the person could start doing, what they should stop, and things they can continue doing. Using frameworks repetitively helps people understand how feedback will show up and takes some of the pressure off when it comes to creating consistency.

Finally, be sure to follow up with people after feedback is given. This creates psychological safety, especially when someone is giving you upward feedback, and it helps to build trust. People feel that what they've said was actually heard, and they're more open to feedback in the future.

What this sounds like: "During our last check-in, you shared that you don't like meetings added to your calendar without context. It was helpful to hear how that impacted your workflow. I wanted to see if it's made a difference since I started adding descriptions to the meeting invites."

*Reminder: Tie feedback to individual goals as much as possible

Don't forget to personalize feedback whenever you can. It will be more meaningful to someone if you say, "Your presentation skills yesterday were awesome. I can really see you making progress on your goal to be a better public speaker," than if you opt for, "You did great in the meeting yesterday."

Grounding feedback in team member goals makes it easier to both identify and refine feedback for each person because you know what's important to them and why a piece of feedback will matter to that person.

As leaders, our teams are our work

Over time, feedback becomes an integrated, internalized practice. Leaders act as stewards of their team members' growth and progression and recognize that their job is to be attuned to their employees. Think back to those first examples we gave — you're the coach on the field, watching what's going on and constantly letting people know how they're doing.

At DevelopWell, we support mission-driven clients like you as you undergo transformational efforts. Whether you could use a partner to improve feedback processes, plan a retreat, recruit talented folks, or something else — we're here! Reach out to start a conversation today.

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