Building an effective feedback culture – Some guidance and models

Feedback is at the heart of good company culture and an effective team. It provides the information we need to collaborate, learn, adapt, improve, and succeed. Fundamentally, I think its useful to consider that the free flow of information is essential to the success of any living or non‑living system.

I prefer to think about feedback as guidance, inspired by Kim Scott’s book Radical Candour. Most people are scared of “feedback”, but we all need guidance in life. The book highlights the importance of balancing praise and criticism together, supporting the understanding of what we should do more of and where our strengths lie (praise), and what we should do less of, or where our weaknesses lie (criticism). Guidance focuses on growth and development; it is inherently positive. Here I share some tips and models which enable us to maximise the learning in feedback and contribute to you building a healthy and effective culture of feedback.

Admiration is Praise ++

Admiration goes beyond praise. It recognises not only what someone has done, but who they are. Consider the difference between:

“Well done for winning ten clients last week.” (Praise)

and

“Great work, you are being really diligent. I’m so impressed with the way you handle our clients.” (Admiration)

The first simply recognises outcomes. The second recognises the person, their capabilities, and the effort they are making. Admiration builds confidence and trust, reinforcing behaviours you want to see more of and supporting intrinsic motivation.

Many leaders struggle to offer either praise or admiration, particularly when they are caught in “gap thinking”, focusing on what is still to be done rather than what is working.

Trust‑eroding feedback – avoid at all costs

Feedback erodes trust when it targets identity rather than behaviour. Statements such as “You’re bad at planning”, “You are not meant for this”, or “You’re not suited to this role” shut down learning and provoke defensiveness.

Equally damaging is criticism that offers no recognition, reflection, or path forward — for example, “You need to do better.” Effective guidance preserves dignity, separates the person from the behaviour (and the problem), and always points toward learning.

Ask for permission

Asking if you may share some feedback brings down any defensive barriers. The receivers permission will create trust in the moment. Consider this opening phrase:

“I think I may have noticed some behaviour that might be getting in your way, are you in a spot where you can hear it right now?”.

Here we have asked for permission, allowed the receiver to bring awareness to their emotional state and resilience, and offered a learning opportunity.

The STAR Model

The STAR model (Situation, Task, Action, Result) is useful for performance reviews and reflective conversations. It anchors feedback in observable reality rather than interpretation.

By walking through what happened (the situation), what was required (the task), what actions were taken, and the resulting outcomes, you can reinforce effective behaviours or explore improvements without personalising the issue.

Pros: Clear, structured, evidence‑based.

Cons: Can feel formal if overused, or too detailed and rigid for quick feedback.

The SBI Model

The SBI model (Situation, Behaviour, Impact) is especially effective for difficult feedback about behaviour. It reduces emotional escalation by focusing on what was observed and why it matters.

By naming the situation, describing the behaviour observed in that situation, and explaining the impact of that behaviour, you create clarity without judgement.

Pros: Simple and direct, and helps people understand why their actions matter.

Cons: Requires balance to avoid overly negative interpretations.

The AID Model

The AID model (Action, Impact, Desired outcome) works well when a clear change is required. It moves quickly from what happened, to why it matters, to what needs to happen next.

Pros: Forward‑looking and decisive; encourages improvement.

Cons: Can feel abrupt if not balanced with clarity about the situation or context.

With capable employees, I prefer to slow down and take a coaching approach, for example, using the GROW model, to help them reflect and take ownership of outcomes. These models can be combined with trust-building praise and structured reflection rather than simply directing change. Although it takes more time initially, research shows that when leaders adopt a coaching approach, employees demonstrate greater autonomy and personal responsibility (see references below).

For example, within the SBI model, instead of telling someone what to change, you can invite them to reflect on the impact of their behaviour and explore alternative approaches. Responsibility shifts from compliance with your instruction to ownership of their development.

Towards 360 feedback – The values that enable a culture of guidance

The idea of 360 feedback deserves another article, but it is not a system to install; it is a culture to develop. It requires a strong understanding of, and commitment to, the values behind it. By modelling open guidance, you prioritise:

Openness and honesty;
Transparency – the free flow of information;
Psychological safety – it is safe to speak your mind;
Belonging – we are in this together.
Learning – we all want to grow and develop an increased sense of competency.

Your behaviour as a leader is the root of an effective culture of guidance. Consider this powerful opening question to encourage guidance:

“What is one thing I could do differently that would make it easier to work with me?”

In asking this, you demonstrate that it is safe to invite criticism.

TIP: Whilst it will break trust to criticise your staff in public, this does not apply to you as their leader. Invite open criticism of yourself in public. Taking it in a meeting as the CEO demonstrates that it is acceptable for everyone to provide such feedback to each other.

As another example, I advocate sharing company finances with the team. This is an example of openness and transparency. Everyone needs to know how their organisation is performing, with the information they need to improve.

I would love to hear your examples of how you are modelling effective feedback or guidance across your team.

References

Grant, A. M., Curtayne, L., & Burton, G. (2009). Executive coaching enhances goal attainment, resilience and workplace well-being: A randomised controlled study. The Journal of Positive Psychology, 4(5), 396–407.https://doi.org/10.1080/17439760902992456

Passmore, J., & Fillery-Travis, A. (2011). A critical review of executive coaching research: A decade of progress and what’s to come. Coaching: An International Journal of Theory, Research and Practice, 4(2), 70–88. https://doi.org/10.1080/17521882.2011.596484