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Forbes
02-07-2025
- Business
- Forbes
16 Best Practices For Giving And Receiving Constructive Feedback
Creating a culture where feedback flows openly and constructively is essential to employee growth and organizational health. But giving and receiving feedback in a way that's both timely and helpful, rather than overly critical or unclear, can be challenging. When constructive feedback isn't delivered thoughtfully, it risks being dismissed, misunderstood or even resented, rather than used as a tool for growth. To help you avoid these outcomes, members of Forbes Human Resources Council recommend these 16 best practices to foster healthy, effective feedback that can strengthen communication and performance. 1. Collect Real-Time Feedback In Multiple Modalities At our organization, we prioritize real-time feedback. Our executive leadership team hosts 'Ask Us Anything' sessions to promote accessibility and transparency, and we use engagement and pulse surveys to ensure employee voices shape future initiatives. We also rely on our Teammate Experience Advocate program, which provides anonymous feedback to support the recruitment process. - Clare Miller, Atlantic Union Bank 2. Model Seeking Feedback And Sharing Learnings Feedback is a gift, but only when people feel safe. An environment where transparency is embraced and encouraged is the foundation upon which we set the stage for receiving and giving feedback. Trust, honesty and empathy embedded in the culture foster the right environment. We model behaviors we expect across the org: Ask for feedback, share successes and failures and provide growth opportunities. - Maria Miletic, MM Consulting 3. Prioritize Psychological Safety Through Structured Practices And Informal Inquiries We make psychological safety a cultural priority, starting with how leaders model it. I regularly ask for and receive feedback from my team to normalize openness. We also use structured practices like 360-degree reviews and post-mortem debriefs after major projects, which invite honest reflections and shared learning. Over time, this builds a feedback culture rooted in growth, not judgment. - Nicole Brown, Ask Nikki HR 4. Take A Curiosity Approach The curiosity approach to performance conversations is effective. Encourage the employee to walk you through their process, and ask probing questions along the way. More often than not, this approach will lead the employee to discover the feedback you intended to share yourself. - Quyen Nguyen, Mckinney Trailer Rentals 5. Share Updates And Input In Regular Team Meetings We're a relatively small team, so transparency and regular communication are key. In our regular meetings, everyone shares what they're working on, which creates a natural space for open, constructive feedback. It's not top-down—it's a team effort where anyone can offer input, ask questions or suggest improvements. - Milos Eric, OysterLink Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify? 6. Offer Feedback Early To Avoid Surprises Or Larger Negative Impact Providing constructive feedback is received excessively negatively if you have been waiting for things to improve, or are being conflict-avoidant. If you have an issue to discuss, provide that feedback quickly and early to stem the negative impacts of surprises. If you are a leader, accept feedback without anger, recourse or any perceived or real threats coming from that feedback. - John Pierce, John Pierce Consulting 7. Develop Leaders' Listening And Communication Skills Giving and receiving feedback effectively is hinged on good listening and communication skills. Building capabilities in leaders in these areas is vital for delivering effective and impactful ongoing and real-time performance feedback. - Ijeoma Onwordi, Tetracore Energy Group Ltd. 8. Tie Continuous Feedback To Individual Development Plans Collaborative Individual Development Plans (IDPs) align each employee's "personal brand" development with company goals. Feedback is an ongoing, supportive dialogue tied to these IDPs, integrated into structured coaching. This ensures constructive interactions, fostering growth, engagement and mutual success where employees feel valued. - Michael D. Brown, Global Recruiters of Buckhead 9. Build Soft Skills Through Workplace Training It pays to allocate some workplace training cycles to building typically undervalued soft skills: active listening, accepting that an issue with a deliverable isn't a personal assault, even civil team-meeting behavior. Upleveling hard skills is so important right now, it's easy to take one's eye off the people-skills ball—but they're more critical than ever today to organizational cohesion. - John Kannapell, CYPHER Learning 10. Ensure Dialogue Is Bidirectional, With Both Positives And Areas Of Growth For constructive feedback, establish a culture of consistent, two-way dialogue. It's important to offer both positive reinforcement and areas for growth, framed with empathy. In industries like digital banking, where rapid change is constant, regular check-ins help align goals and address concerns quickly. Make sure all feedback is actionable and focused on development. - Julie Hoagland, Alkami 11. Actively Encourage Formal And Informal Employee Feedback We make it a priority to provide ways for employees to share feedback formally and informally. Our Engagement Survey runs twice a year to collect feedback that helps shape our culture, and we leverage this feedback to develop key action plans across the organization. We host AMA sessions with our leaders and encourage people to share constructive feedback to help us grow and thrive. - Kathleen Pai, N-able 12. Conduct Frequent, Real-Time Check-Ins We embed feedback into the rhythm of work. Frequent, real-time check-ins build trust, alignment and growth. It's not about waiting for an annual review; it's about creating a culture of open, continuous conversations. - Jamie Aitken, Betterworks 13. Focus On Clarity With Context, Curiosity And Care We normalize feedback through weekly one-on-one prompts in an engagement/ performance tool, manager training and real-time recognition tools. Feedback isn't a moment—it's a habit. We focus on clarity, not comfort, and coach teams to give input with context, curiosity and care. We also partner every people manager with an HR business partner to ensure they're getting dedicated support to workshop matters. - Stephanie Manzelli, Employ Inc. 14. Offer Feedback In The Moment Coach in the moment. The CEO of my firm once gave me feedback before we even left the site of a client meeting. He shared what he appreciated, what he would have done differently and why, and what to consider next time. Then we went to lunch and moved on. Feedback given only at set intervals can start to define a person's potential. Timely, direct feedback in the moment helps ensure they grow. - Soni Basi, Pop HR 15. Embed 'Feedforward' Into Everyday Interactions One best practice we follow is embedding feedback into everyday conversations, not just during annual reviews. Using our FEED approach—frequency, empathy, example, dialogue—we ensure feedback is timely, two-way and rooted in growth. It's more than feedback; it's feedforward—focused on building a better, stronger future for individuals and teams alike. - Ankita Singh, Relevance Lab 16. Use Both Top-Down And Peer-To-Peer Data We let data guide us on what really matters to the employees. With real-time feedback loops, we can identify what's working and what's not, and predict future challenges. Additionally, we ensure that feedback is not only top-down but also peer-to-peer, which fosters a sense of collaboration and mutual respect. - Sourabh Deorah,
Forbes
31-03-2025
- Business
- Forbes
Embrace Authenticity To Reach Personal And Professional Fulfillment
Clare Miller, EVP, Chief Human Resources Officer at Atlantic Union Bank. In our culture, success is often measured by arbitrary benchmarks like our income, where we live and how we look. Because we're constantly faced with these pressures, it's difficult to separate what we really want from what we're told we should want. In 2023, Hays' annual Diversity, Equity and Inclusion Report found that 37% of people surveyed felt the need to hide aspects of themselves in the workplace. Oftentimes, this fear of judgment creates job dissatisfaction, leading to a decline in employees' well-being. It's no wonder, then, that trying to achieve authenticity can seem like a daunting journey. What does it mean to truly be yourself, and why does it matter? Authenticity isn't just a buzzword. It's a force that shapes our lives and, as a result, our workplaces. Embracing our true selves can unlock our creativity and foster an environment of transparency, trust and respect. But the journey to authenticity requires the courage to defy societal norms and the resilience to stay true to our values. When I was 8, I moved to the United States from the United Kingdom. At the time, I believed likeability equaled success. So I began adopting behaviors that might make me more popular, like wearing jeans instead of the skirts I preferred. The more I received praise, the more I started to connect being likable with being worthy. Pretending to be someone else is an exhausting endeavor, but it's also a hard habit to break. It took many years to realize it was okay to be myself and forge my own path to success. For example, I'm passionate about speaking engagements that empower and educate women. So prioritizing and discerning those types of events—which meant saying "No" to anything that didn't align with this value—became increasingly important. Now, living authentically comes naturally. Embracing my true self has made me more approachable, accessible and empathetic—all critical attributes for a leader. Once you realize that, it's easier to connect with your true self and unlock your full potential. So how can you navigate the path to authenticity? And as a leader, how do you invite others to do the same? Here are some strategies I use: The practice of self-reflection—examining your thoughts, emotions and behaviors—is key to embracing your authentic self. It helps you understand why you feel the way you do about certain things. With that knowledge, you can act in alignment with your values rather than conform to what others expect. At the beginning of each year, I use a 'Start, Stop, Continue' exercise to reflect on the last 12 months. I consider what I can try out in the new year, what things didn't serve me in the previous year and what still works. This year, I asked myself questions like 'What were the highlights of the year and why?', 'What were the low points?', "What drained my energy?" and "Who am I spending my time with? Is that the best use of time?' Thanks to this exercise, I decided to start going on walks during 1:1s with my leadership team. It felt like a great solution for my desire to connect with others while prioritizing well-being. So often, the greatest obstacle we face is ourselves. Self-limiting beliefs can create a mental roadblock that hinders progress, often leading us to make inauthentic compromises. In her book The Way of Integrity, sociologist Martha Beck sees these compromises as lies, and I believe she's right. When we compromise based on self-limiting beliefs, we sacrifice parts of ourselves and avoid living in our truth. For example, when I was choosing between an MBA and a master's in human resources, I had reservations about the business degree's math requirements. I assumed accounting and statistics classes would be too challenging for me. But upon reflection, I realized I shouldn't allow limiting beliefs to prevent me from achieving my goals. In the end, I discovered I was more than capable of succeeding in those courses. We aren't always right about ourselves. So we must be ready to embrace change and opportunities to learn and improve. If it seems like limiting beliefs are starting to surface, just ask yourself, 'Is that actually true?' To embrace integrity and authenticity, I live according to a "no lying" philosophy. This certainly has its challenges. Think about all the easy white lies that slip into conversations, like complimenting someone's shoes when you don't like them. These small deceptions, though well intended, can chip away at the authentic life you're trying to build. To find your own life philosophy, consider what matters the most and what motivates you. If you're drawn to broad statements like 'I want to be a better person,' try to break them down into one or two action steps. For example, you could volunteer in your community or reach out to friends you haven't connected with in a while. Then reflect on the progress you've made regularly, like monthly or quarterly, and adjust your action steps as needed. While it's a personal responsibility to take charge of being our most authentic selves, leaders must also create a culture of acceptance in the workplace. For example, creating employee resource groups can help employees build strong, internal communities that encourage authenticity. Ultimately, these values should be embedded within the organization and instilled in new employees from the start. Like any growth journey, learning to be more authentic isn't about perfection. It's important to remember that small wins accumulate over time. Every choice we make can bring us closer to our core values. By intentionally aligning with our true selves, we become a little more authentic every day. Staying on this course is how we ultimately find happiness and success both in work and life. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
