If you’re a manager who avoids giving feedback, you’re not alone.
I hear it all the time:
“It feels awkward.”
“I don’t think it will help.”
“I don’t want to make things worse.”
The result? Most managers don’t give enough feedback—especially the kind that actually improves performance and builds engagement.
Research backs this up. When employees receive regular, meaningful feedback, they’re far more likely to be engaged. But only about a quarter of employees say they receive meaningful feedback on a weekly basis.
We can do better—and it starts with a mindset shift.
Think “Feedback,” Think “Positive”
When you hear the word feedback, you probably think of critiques, behavior issues, or uncomfortable performance discussions.
But if you want to get better at giving feedback, retrain your brain to think about positive feedback first.
Not only is it more pleasant to give and receive—it’s also more frequent, giving you more chances to practice. A good rule of thumb is a 5:1 ratio: five pieces of positive feedback for every one piece of negative or corrective feedback.
So how do you give better feedback—without feeling awkward?
Start with a simple framework.
Framework #1: SBI (Situation – Behavior – Impact)
This is one of the easiest, most flexible feedback models. You can use it for both positive and corrective feedback, and once you try it a few times, it becomes second nature.
- Situation – Set the context: When and where did this happen?
- Behavior – Describe what the person did, clearly and objectively
- Impact – Explain the effect of the behavior on others, the team, or the outcome
Example:
“This morning at the project status meeting (situation), you looked at everyone in the room, smiled, and said hello (behavior). Everyone seemed to relax, and it created a welcoming tone for the client (impact).”
You can keep it short. What matters most is that it’s clear, specific, and timely.
Framework #2: IDEA (Improvement – Direction – Empowerment – Action)
When you need to provide feedback for growth or improvement, IDEA is your go-to. It’s especially helpful for coaching conversations and development goals.
- Improvement – Name the behavior or area that needs to improve, stated objectively
- Direction – Offer guidance on what better looks like
- Empowerment – Help them identify the resources, strengths, or support available
- Action – Collaborate on a plan and secure commitment to take action
Using this framework shifts feedback from criticism to coaching—and that opens the door for mutual learning, growth, and trust.
It also prompts you to ask better questions as a leader:
- How clearly have I defined success for this employee?
- What can I do to help them succeed?
- Am I only using this reactively—or can I get ahead of performance issues?
Build the Feedback Habit
Like any skill, feedback improves with practice. The more frequently you give specific, timely feedback, the more natural it becomes. And when you do need to have a tougher conversation, you’ll already have a strong foundation—and a reliable model to guide you.
If you want to learn more, I wrote an article for Alaska Business Magazine that expands on these feedback strategies. I’d be happy to send it your way—just send me a message.
Or, if you want to talk more about building leadership capacity and strong management practices in your organization, let’s schedule a free strategy call at shiftfocus.com/strategycall. Let’s make feedback easier—and a lot more effective.
See the full video here: https://youtu.be/h0ehnEDs9L8