Management Behaviours: The Art of Feedback

When we’re running our management training workshops, there is a moment we see again and again. Everyone feels relaxed and engaged, they are nodding along, the energy is good, and then we get to feedback. Suddenly, the room changes. People shift in their seats. Someone jokes about the annual review. Someone else looks down because they know there is a conversation they should have had weeks ago and avoided.

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And we understand it. Feedback has been made to feel scary. Many of us grew up thinking feedback meant something bad was coming. Or that the person giving it did not really care. Or that it was the moment we were about to be judged.

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But here is what we see every day in the organisations we work with. When feedback is kind, clear and timely, it makes everything easier. Relationships improve. Performance lifts. Confidence grows. Collaboration feels more natural. Trust builds. Decision-making becomes faster and more consistent.

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Feedback is not about criticism.
Feedback is not about catching someone out.
Feedback is about clarity and care.

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And this is why it is one of the most transformative management behaviours we teach.

Why feedback feels hard and why it matters more than ever

Across every creative, media, production and tech team we support, the same concerns come up again and again.

• I do not want to upset them
• I do not want to seem harsh
• It is quicker if I do it myself
• It feels awkward
• They should already know

But here is the truth managers rarely say out loud. Avoiding feedback does not protect people - it confuses them.

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Because when we withhold feedback:

• People guess what we want
• They repeat things we do not want
• Standards slip
• Workloads get heavier
• Frustration builds
• Teams assume the worst
• Performance becomes inconsistent
• Relationships become strained

And the research backs this up.

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PwC’s Hopes and Fears 2024 report shows that people who receive regular feedback are:

• More than twice as likely to feel engaged
• Three times more likely to believe they are progressing in their career

Deloitte’s Human Capital Trends 2024 report found that real-time feedback and clarity around expectations are two of the strongest drivers of productivity, capability growth and confidence across hybrid teams.

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People want to know where they stand. They want to feel seen. They want their manager to care enough to tell them the truth with kindness.

Feedback is not a performance tool - it is a relationship tool

This is the shift that changes everything.

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Feedback is not about finding problems or pointing out mistakes. It is certainly not about fixing someone. Feedback is about strengthening a relationship through clarity. 

It says:

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Here is what is working well.
Here is what is not landing.
Here is how we move forward together.

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This sits at the heart of Radical Candor created by Kim Scott.

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Radical Candor is built on two principles:

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1. Care personally
2. Challenge directly

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Too much care without challenge, and people stay comfortable, but nothing improves.

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Too much challenge without care and people feel judged or defensive.

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The goal is where kindness meets clarity. Honesty builds trust. Performance lifts because people feel supported, not criticised.

A simple framework that makes feedback easier

The CORE framework is one of the most practical ways to structure feedback. It is referenced within Radical Candor, and used widely because it is simple, human and actionable. It brings calm and clarity to conversations that often feel difficult.

C — Context

Set the moment.
“When we were reviewing yesterday’s client prep…”

O — Observation

What you saw or heard.
“I noticed the deck was missing the updated numbers.”

R — Result

The impact.
“It meant the team had to redo it, and we lost an hour before the presentation.”

E — Expected Next Steps

Agree on the way forward.
“Let us add a quick five-minute check before we send anything externally.”

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No ambiguity.
No judgement.
Just shared clarity and a next step that makes everything easier.

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This simple structure is one of the easiest ways to give constructive feedback at work and one of the most helpful tools for managers who want their conversations to land well.

Timely feedback is the habit that changes everything

Many organisations still rely on annual reviews, but the best managers do not wait. They step in early with small, clear course corrections. These moments prevent misunderstandings, protect relationships, and build capability faster.

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Deloitte’s Human Capital Trends 2024 found that teams that receive frequent and timely feedback develop skills more quickly and feel more confident in their roles.

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Feedback does not need to be perfect, it needs to be timely, and it needs to be specific.

How to give feedback at work without the awkwardness

A few principles we always teach:

Start with psychological safety

Feedback lands best when the relationship is strong.

Be specific

General praise or criticism does not help people grow; detail does.

Focus on behaviour, not personality

What was said or done, not who someone is.

Explain the impact

People rarely see the wider ripple effect of their actions.

Ask questions

“What did you notice?”
“What would you try next time?”
“How did that feel to you?”

Agree on clear next steps

Make sure both of you walk away knowing exactly what happens next.

Follow up

Closing the loop builds trust and shows you care.

This is how to give effective feedback at work in a way that strengthens rather than strains a relationship.

Receiving feedback - the part most managers forget

Managers often focus on how to give feedback and forget that receiving it well is just as important.

Great managers:

• Ask for feedback often
• Listen without reacting
• Say thank you
• Reflect and take action
• Close the loop so people feel heard

When managers receive feedback well, it sets the tone for the team and creates a culture where learning and honesty feel normal.

Why feedback is the management behaviour that shifts everything

Every manager wants:

• A confident team
• Clear communication
• Less rework
• Fewer escalations
• Stronger relationships
• Smoother collaboration
• Higher performance
• Greater trust

Feedback is the behaviour that unlocks all of these. Not big, dramatic conversations. Small, regular moments of clarity.

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Mastering the art of giving and receiving feedback is one of the most powerful steps a manager can take. When managers do it well, everything improves. People grow faster, work becomes smoother, teams feel more connected, leaders feel more confident, and the culture becomes stronger.

Helping your managers build the skill of giving feedback at work

As part of PUSH’s Management Behaviours offering we run a dedicated session on The Art of Feedback. Managers learn how to:

• Give clear, constructive, timely feedback
• Use the Radical Candor principles with confidence
• Apply CORE in real conversations
• Strengthen relationships
• Build trust and capability
• Feel confident giving performance feedback

If you want your managers to feel more confident in the conversations that matter, and if you want a culture where clarity feels normal, we would love to support you.

Ready to take your teams from good to brilliant?

If you are looking to strengthen your managers or develop the way your teams communicate, collaborate and perform, we would love to help.

Book a call with us today to explore how we can help your team build a culture of healthy feedback.

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