“You need to increase your sales numbers”
“Your customer feedback scores need to improve”
“This year we need you to step it up a notch”
Employees at various companies are receiving feedback similar to the examples listed above. Managers assume their team members know what this feedback means and how to apply it. For example, you receive that anticipated email reminding you that your annual review is coming up. In your mind, you know you exceeded expectations this past year. You get excited because you should have an excellent review, right?
During the review meeting with your manager, he has selected “meets expectations” for each category. Your excitement fades, and now you feel defeated. Honestly, you are no longer listening to what the manager is saying for the duration of the meeting. All you are focused on is the fact that you worked overtime, took on extra projects, and did everything you thought you needed to do to receive “exceeds expectations.”
Feedback like this can affect employee morale and discourage them from going above and beyond in the future—especially when they do not have a clear understanding of what is expected of them. All of this could be avoided if the feedback was clear and included actionable steps to help the employee understand how to reach their goals.
Some people might say, “Well, why didn’t the employee address this with their manager during the review meeting?” That depends on how comfortable the employee feels with asking their manager about the review. They might be apprehensive about causing a conflict. If a manager micromanages or hasn’t built trust with the employee, that lack of safety contributes to them not asking for further clarification regarding their performance.
Communication—and especially the kind that constitutes effective feedback—is far more nuanced than many managers realize. Good feedback is an art, but it’s absolutely one worth learning. Your employees can reach very high expectations with better feedback.
Why feedback matters
The ripple effect of feedback is extensive. From the above example, let’s say the employee leaves the meeting confused and deflated. And now their morale is low. If several of their team members received a similar review, then the team morale is affected as well. People stop working overtime and volunteering to help with special projects. This causes managers to scramble and try to get people to help meet the company’s goals.
Long-term, employee turnover is affected too. Employees start looking for other jobs where they feel their hard work will be appreciated. This affects the overall success of the organization. Employee turnover can cost a company thousands of dollars because they lose experienced employees and have to spend time and money hiring and training new hires.
Actionable vs. general feedback: Why it matters
Not all feedback is useful. When managers provide general or vague feedback, employees may not know what to do with it. Actionable feedback, on the other hand, gives clear direction and helps employees understand what specific changes are needed.
Let’s say a manager tells an employee, “You need to improve your communication.” That’s too broad. What kind of communication? Emails? Meetings? Tone? Timing? Without details, the employee is left to guess—and likely stress—about what needs to change.
Constructive feedback should help employees improve, not leave them confused. Actionable feedback is key to driving meaningful change.
Characteristics of effective, actionable feedback
To truly support employee growth, feedback should be...
- Specific – Focused on a particular behavior or outcome
- Objective – Based on observable actions, not personal opinions
- Timely – Given close to when the behavior occurred
- Future-focused – Designed to guide improvement going forward
When feedback includes these traits, employees are more likely to receive it openly and apply it in ways that lead to real performance improvement.
Common pitfalls of ineffective feedback
Some of the most ineffective feedback examples include...
- Vague comments like “Do better” or “Step it up”
- Feedback based on assumptions or hearsay rather than observation
- Waiting too long to deliver feedback
- Focusing on personality rather than behavior
These approaches often lead to frustration and defensiveness, especially when the feedback recipient doesn’t understand what they’re being asked to do differently.
Avoiding these common mistakes is the first step toward giving effective feedback that truly supports growth.
Feedback frameworks: Practical tools for managers
Using structured models for giving feedback helps managers improve communication with their direct reports and support employee development. These frameworks make feedback clear, constructive and actionable. When delivered well, this kind of specific feedback builds trust and leads to lasting improvement.
Structured feedback focuses on what happened, how someone behaved, what the impact was, and what comes next. This keeps conversations centered on facts and goals, not assumptions or personality. Two popular models for providing feedback effectively are SBI and COIN.
The SBI™ model
The SBI™ model is a practical tool that helps managers focus on three clear areas when delivering feedback.
- Situation – When and where the behavior happened (e.g., a meeting, a customer interaction)
- Behavior – What the employee did (observable actions, not personal traits)
- Impact – What result the behavior had (on others, on a task, or on the organization)
This format helps managers give constructive feedback that employees can clearly understand and act on.
SBI™ in practice: Two manager examples
Let’s say Shanna and Kaley both work at a resort vacation company. Shanna manages a small sales team, while Kaley leads a large housekeeping department. Even though their roles are different, both use SBI™ when providing feedback.
Shanna
Shanna met with a sales rep, Leo, after listening to five of his client calls. She noticed that when a potential buyer raised an objection, Leo often interrupted to counter it. The buyers seemed bothered, but Leo didn’t pick up on it.
Shanna used SBI to address this with Leo in a performance review:
- Situation: Leo, I noticed in five sales calls yesterday...
- Behavior: you interrupted potential clients as soon as they objected to your pitch...
- Impact: they were clearly annoyed, and you missed chances to learn more about their needs and concerns.
Kaley
Kaley did a spot inspection of three guest rooms cleaned by Liz. During their meeting, she shared her observations.
- Situation: I conducted a spot inspection of rooms 312, 314, and 316...
- Behavior: you folded the towels into animals and placed them on the counter with a brush and comb...
- Impact: that small detail makes a great impression. Guests will remember that effort long after their vacation ends. I’m impressed you took the time to do something special.
In both cases, SBI™ helped the manager focus on a specific behavior and its impact. Shanna aimed to change a behavior, and Kaley wanted to reinforce a positive one. Both goals were supported by the same feedback model.
Why SBI™ works
The SBI™ model makes delivering feedback more effective by keeping the conversation clear and balanced. It avoids vague language and focuses on facts and results. Managers using SBI™ help employees understand what worked—or what needs to change—without making it personal.
Whether you’re correcting a problem or celebrating strong performance, structured feedback like SBI supports growth and reinforces shared goals.
The COIN model: Structuring feedback with clarity
The COIN model stands for context, observation, impact and next steps.
- Context – Set the scene. Where and when did the behavior happen?
- Observation – Describe exactly what you saw or heard (focus on facts, not opinions).
- Impact – Explain how the behavior affected others, the team, or the organization.
- Next Steps – Offer clear guidance for what should happen moving forward.
Using COIN helps managers offer constructive feedback that is both clear and actionable. It removes the guesswork and creates space for positive change.
Example: Giving constructive feedback with COIN
Let’s look at an example.
Instead of saying, “You need to communicate better,” a manager named Carmen decides to use COIN to be more effective and supportive with her employees.
Context: Michael, I appreciate the work you’ve done organizing and managing the interns.
Observation: During the last three assignment meetings and in progress updates with the product team, your tone shifted when interns asked you to repeat information. You also avoided eye contact and checked your phone while answering team questions.
Impact: When that happens, interns may feel like their questions aren’t welcome. They may hesitate to speak up, which can lead to mistakes. Our collaboration with the product team could also suffer if we’re not fully engaged during discussions.
Next Steps: I can model the kind of responses I’d like to see by answering some intern questions myself next time—would that be helpful? I can also lead the next few product meetings until you feel more comfortable. What do you think?
Why COIN encourages better conversations
By providing specific feedback in a structured way, managers can help employees understand what to improve and how to do it. This strengthens relationships and builds a culture of effective feedback, where expectations are clear and support is ongoing.
When delivering feedback using a model like COIN, managers avoid assumptions and help their direct reports feel seen, guided, and capable of growing. Over time, this leads to stronger performance, better collaboration, and a healthier work environment.
5 questions every manager should ask before giving feedback
Before giving feedback, especially during a performance review or 1:1, it’s important to reflect on how you’re showing up as a leader. These five questions can help ensure you're offering feedback in a way that builds trust and encourages growth, not just checking a box.
1. Am I dominating the conversation?
If you’re doing most of the talking, your feedback recipient may not feel safe speaking up. Giving effective feedback should be a two-way conversation. Create space for employees to ask questions, reflect, and clarify. Building trust takes time, and that starts with listening as much as you speak.
2. How do I lead meetings?
When a 1:1 meeting starts, do you jump straight to the agenda—or do you take a moment to check in? Your team members are more than their tasks. Recognize their contributions, ask how they’re doing, and approach the conversation with empathy. A quick check-in can go a long way in building rapport and making constructive feedback easier to receive.
3. Am I just running through talking points?
If it feels like you're rushing to get through your notes, employees can sense that. They might shut down or disengage. Instead of giving a monologue, be present. Stay open to their responses and adapt as needed. Offering feedback isn't just about delivery—it’s about connection and clarity.
4. When was the last time I checked in with this person?
If your only interactions with a direct report are during formal reviews, you're missing opportunities to build trust. Frequent, informal check-ins can prevent misunderstandings and improve how employees receive feedback. A quick “How’s that project going?” or “Do you need support?” can make a big difference.
5. Have I shown that I care about their goals?
Employees are more likely to accept and apply feedback if they believe you care about their success. Knowing about their career aspirations, learning interests, or life outside of work shows that you see them as a whole person, not just an output machine. The best managers grow alongside their teams, using feedback as a tool to improve performance together.
By reflecting on these questions, managers can better prepare for delivering feedback that’s specific, helpful, and rooted in trust. Great leaders know that great feedback isn’t just about performance—it’s about people.
Make feedback a habit, not a hurdle
Giving effective feedback isn’t just about formal performance reviews. It’s about making feedback a regular, meaningful part of how your team communicates and grows.
Whether you're offering feedback after a project wraps up or delivering negative feedback during a tough moment, what matters most is clarity, care, and consistency. Using structured approaches like SBI and COIN helps you deliver feedback effectively by focusing on specific examples, clear observations, and actionable next steps.
When managers give feedback effectively, they support individual growth, boost confidence and strengthen team dynamics. Over time, this creates a culture where employees welcome feedback as part of their development, not something to fear.
And remember, positive feedback matters too. Reinforcing good work builds motivation and helps team members understand what to keep doing. Both constructive feedback and recognition have a place in driving performance.
By prioritizing thoughtful feedback, you give each feedback recipient the opportunity to reflect, grow, and move forward with confidence. It’s one of the most powerful tools you have as a leader—and one that can transform not just performance, but your entire organization.
But of course, even the best feedback can’t make up for an employee relationship fraught with issues. Check out Back on Track: 7 Tips for Managers Dealing With Difficult Employees.