We Say We Want Feedback… But Do We Really?
I was teaching a communication training for a company when a man raised his hand and said something that stopped the room cold:
“We say we want feedback around here, but honestly, no one really means it.”
A few people nodded. Others looked down at their notes. It was clear he said what many were thinking. When I used my standard response to get more information—“Tell me more”—he said that when people speak up, nothing changes, so why bother?
That moment stuck with me. It was a vivid reminder that there’s often a huge gap between what leaders say and what employees feel. Saying “we’re open to feedback” is easy. Creating a culture where people actually believe it—that takes work.
Feedback isn’t just about checking a box during annual reviews—it’s about creating an atmosphere where team members feel heard, respected, and motivated to contribute their own ideas.
So how do you turn a well-meaning team into a feedback-rich culture?
Lead by example: Model openness by seeking feedback on your own performance.
Normalize feedback: Make giving and receiving feedback a regular part of your team’s routine.
Focus more on the positive: Balance constructive criticism with genuine praise.
A great culture isn’t built with slogans or suggestion boxes. It’s built in everyday moments, in how leaders respond, and in whether feedback leads to change.
That conversation in class reminded me: People don’t need perfect leaders. They need honest ones who listen, learn, and grow. Let’s make sure we’re not just inviting feedback—we’re earning it.