Feedback and recognition may be perceived as “nice-to-haves,” but they’re actually business-critical tools for driving performance, engagement and retention. That said, during times of change, leaders are typically focused on pressing business needs, such as adopting a new technology or launching a new product. As a result, feedback and recognition efforts can slip down the priority list.
However, overlooking feedback and recognition can be a costly mistake. Amid uncertainty, feedback and recognition help employees stay focused, engaged and connected to business goals.
Feedback and Recognition: Common “Blind Spots” for Leaders
Despite the foundational nature and importance of feedback and recognition, these practices remain blind spots for many leaders. Recent Gallup research found that while 60% of managers believe they do a good job of recognizing employees, only 35% of employees agree. And although one-half of managers’ report giving weekly feedback, just 20% of employees say they receive it.
This disconnect highlights a clear training need, and is verified by early 2025 Training Industry research, which found that “communication/providing feedback” was rated the No. 1 skill most needed by leaders (61%), according to ratings from 291 learning leaders.
“The thing that I see with managers is that they’re often rushed into management positions without adequate training on the various functions of management,” says Jenni Catron, founder and CEO at The 4 Sight Group and author of “Culture Matters: A Framework for Helping Your Team Grow, Thrive and Be Unstoppable.”
In fact, according to the Chartered Management Institute’s Better Management Report, 82% of UK managers have not had any formal management and leadership training, leading to the rise of what’s been termed “accidental managers.” Dr. Cliff Lansley, co-founder of EmotionIntell and co-author of “The Heart of Finance,” explains that accidental managers are individuals who are promoted into management roles because they’re ambitious or because they’re technical experts. The challenge is, if they’re thrown into these roles too early, it’s unlikely the organization has given them the skills and tools they need to know what’s effective — and what’s not — in terms of giving feedback. This can lead to a “blind spot,” Lansley says, “because you don’t realize that what you’re doing is wrong.”
Thus, without training on fundamental communication skills, leaders will be ill-equipped to deliver feedback and recognition effectively.
5 Strategies for Better Feedback and Recognition
Consider incorporating these strategies into your leadership training programs to help managers give more impactful feedback and recognition.
1. Make the connection to business outcomes.
The importance of feedback and recognition is “really undervalued overall,” and when feedback and recognition are offered, they often miss the mark, says Dr. Robert Coleman, director of research and thought leadership at Dale Carnegie. Understanding that people need feedback and recognition is one thing, Coleman says, “but telling them ‘good work’ or ‘good job’ doesn’t really convey how they contribute to the overall success of the company.’”
To be meaningful, feedback should clearly connect the employee’s actions and behaviors to specific business outcomes. Without that connection to the how behind their impact, feedback and recognition can fall flat, Coleman shares.
For example, imagine an information technology (IT) team member who proactively identified a security vulnerability and resolved it before it became a problem. Instead of saying “nice work,” a better approach would be: “I really appreciate you catching that security issue early. By resolving it proactively, you helped us avoid potential downtime and saved the team hours of troubleshooting. That’s a win for both the IT team and the business.”
This feedback not only acknowledges the behavior but also reinforces the business value of the employee’s actions. This is key, as Dale Carnegie research found that believing they contribute to the overall success of the organization is a significant driver of employee engagement and lower turnover intention, Coleman says.
2. Make it a priority.
Many new managers forget that developing others is a core part of their role, Catron says. As a result, they may fail to make time for leadership responsibilities like coaching and feedback. “What I found makes most managers and leaders successful is when they recognize that there’s a shift that has to occur philosophically, that now their greatest work gets done through others rather than [through] them,” Catron says. “It’s moving from being that ‘doer’ to being a leader of others.’” Encourage managers to block regular time on their calendars for one-on-one check-ins and coaching conversations — and to treat that time as non-negotiable. Incorporating feedback into regular meetings helps establish it as a consistent part of a manager’s responsibilities, rather than something extra to fit in an already-packed schedule.
3. Be clear and direct.
While the feedback sandwich — placing constructive feedback between two positive comments — is commonly taught, Lansley says it can feel “a little bit trite,” and says, “it’s a little bit manipulative and not very honest.” Instead, leaders should strive to be clear and direct when delivering constructive feedback. Providing employees with a clear, respectful lead-in helps build trust and eases the impact without sugarcoating the truth. As Lansley emphasizes, “You’ve got to prepare people if there is some bad news.”
Vibhas Ratanjee, a senior practice expert and leadership development specialist at Gallup, writes in a Forbes article, “To enhance feedback effectiveness, it’s essential to prioritize directness and transparency. Embracing directness and candor—caring personally while challenging directly—encourages clearer communication.”
4. Communicate with empathy and practice active listening.
How feedback is delivered ultimately leads to whether employees are receptive to the feedback or shut down completely, Coleman says. Poorly delivered feedback can cause employees to “double down on what they already believe, because they could feel belittled or undervalued,” or many other emotions, “and that really shuts down any attempt at any kind of effective communication.”
Training leaders on active listening and how to communicate with empathy are essential in ensuring feedback is both delivered and received in a meaningful way. Here are some practical tips for leaders:
- Ask open-ended questions to encourage dialogue and better understand employees’ perspectives.
- Avoid interrupting to show respect and attentiveness.
- Pause before responding to avoid reacting defensively and to consider the employee’s perspective fully.
- Reflect and validate the employee’s perspective by summarizing what you hear and acknowledging their viewpoint, even if you disagree.
5. Keep it objective and evidence based.
To avoid personal biases and ensure fairness, Lansley emphasizes the importance of being objective rather than subjective when delivering feedback. He advises leaders to avoid phrasing feedback as opinions, such as “I think” or “my opinion is,” which can unintentionally project personal opinions or feelings onto the conversation.
Instead, feedback should focus on pre-agreed, outcome-based objectives that can be measured with clear evidence or data. “Use objectives that are outcome focused, that can be ticked off with evidence, not opinion,” Lansley suggests. This approach mitigates bias and creates a fair and transparent framework for evaluating performance.
Additionally, Lansley recommends incorporating 360-degree feedback — gathering input from peers, direct reports and others — to provide a more holistic and balanced view.
Final Thoughts
Research clearly shows that feedback and recognition are blind spots for many leaders. The good news? Learning leaders can help by delivering strategic training programs that build these essential skills. In doing so, managers will be better positioned to communicate effectively, engage their teams and ultimately drive better business outcomes.
