5 days ago
Feed Forward: How Great Leaders Communicate For Growth
Souzan Bachir is Executive and Team Coach at Mira Coaching & Consulting.
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Communication is about building trust, clarity and connection. The way leaders communicate shapes how teams collaborate, navigate challenges and grow. When feedback becomes part of everyday conversation, instead of being reserved for when things go wrong, it transforms into a powerful tool for development.
As a leader, your communication becomes the blueprint others follow. Whether you realize it or not, people mirror how you speak, respond under pressure and handle challenges. That's why leadership begins with self-awareness. Your words and tone set the emotional temperature of your organization.
I often see leaders skip over problems or issue directives without context, assuming everyone is on the same page. But assumptions create confusion, not clarity. Effective communication means pausing to ensure alignment, explaining the 'why' behind decisions and creating space for others to contribute. The goal is genuine dialogue.
Leaders sometimes fall into patterns of talking at people rather than with them, turning communication into a one-way street. Or they overload conversations with detail, losing the purpose in the process. True influence comes when communication is intentional, open and grounded in mutual understanding. When leaders engage in multi-way conversations, they cultivate trust, psychological safety and a culture where people feel heard. That's the kind of environment where teams thrive and leadership communication moves from reactive to truly impactful.
When done well, feedback is about guiding someone toward what they can do next. I believe feedback should be treated as a growth conversation, not a performance judgment. It's not just about what happened in the past; it's about looking forward, empowering the person and exploring what's possible. I often call it 'feed forward' because that shift in mindset helps people see it as an opportunity, not a critique.
Instead of telling someone what they did wrong, I invite them to reflect. I might ask, 'How do you think that went?' or 'What would make it better next time?' That opens the door to self-awareness and accountability, without triggering defensiveness.
I encourage leaders to let go of tired formulas like the 'feedback sandwich.' Most people see right through it—it feels scripted and can shut people down before they truly engage. Instead, I use the GROW model by Sir John Whitmore: define the goal, assess the current reality, explore options, and decide on the way forward. The GROW framework works across performance conversations, coaching moments and peer-level check-ins, creating structure and fostering ownership.
At its best, feedback highlights strengths, explores next steps and builds confidence. It's a conversation, not a correction. And when delivered with curiosity and care, feedback becomes one of the most powerful leadership tools we have.
Feedback shouldn't be limited to when something goes wrong. It should be part of the everyday rhythm of how teams operate. One of the most powerful things leaders can do is normalize feedback by modeling it themselves. That means not just giving feedback, but also actively seeking it from peers and team members. When leaders show they're open to growth, it signals to everyone that feedback is not a threat—it's a shared tool for learning.
We need to shift feedback away from being tied only to performance metrics or moments of failure. A holistic feedback culture includes celebrating soft skills, mindset and effort, not just results. Too often, I see teams race from one goal to the next without stopping to acknowledge what went well. Leaders must create space to celebrate wins just as much as they coach through challenges.
Recognition should happen publicly, boosting morale and reinforcing positive behaviors. But when it comes to developmental feedback, it's best done in private, where it can be delivered with care and clarity. Both acknowledgment and feedback are essential; we need the yin and yang. People thrive when they feel seen not only for what needs to improve but also for what they're doing right.
Ultimately, we all want to grow. When feedback becomes a natural, respected part of the culture, it fuels that growth for individuals and for the organization as a whole.
To make feedback meaningful and safe, leaders must start with intention. Before offering any input, it's important to clarify the purpose: Why are we having this conversation? What area of growth are we aiming to support? Setting that intention helps create clarity and reduces defensiveness.
Equally important is the need to ground feedback in observable behaviors, not assumptions or personal labels. Saying, 'In the last meeting, I noticed you stayed quiet,' opens up a constructive dialogue. Saying, 'You're too quiet,' shuts it down. Feedback should be specific, situational and framed in a way that invites reflection rather than resistance.
The most impactful feedback conversations are collaborative. Instead of simply pointing out what needs to change, ask, 'How can I support you?' That simple question shifts the tone from correction to partnership. It reassures them they're not alone, support is available and encouraged..
Ultimately, feedback isn't about having the answers as a leader. It's about facilitating growth by helping others see where they are now, where they want to go and how you can help them get there. That's when feedback becomes a catalyst for progress instead of a source of fear.
Great leadership is about listening, connecting and creating space for growth. When communication is rooted in trust and feedback is reframed as 'feed forward,' people feel empowered to improve and contribute. By modeling openness and normalizing feedback, leaders build a culture where learning is constant and acknowledgment is valued. That's how organizations and the people within them truly grow.
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