Integrating Feedback in Project Cycles

In the beginning of my career, when I got corrective feedback at work – I took it as a personal attack on me & my effectiveness. Being at the end of receiving critical feedback is certainly not fun but this is what I have learned to do over the years:   1) I stifle my urge to respond immediately – even if I ferociously disagree with the feedback, I now take time to reflect. I have become cautious of my urge to react. 2) Next, I think if my relationship with the person is affecting my response to the feedback. In the past I have noticed that if I didn't trust or respect the person, I would marginalize or completely ignore the feedback & that was dangerous. 3) Then I focus on the core message & not just the words. Sometimes things are said in anger/ frustration & it distracts us from the core issue. 4) Then I ask myself if I have heard the feedback in the past & if it is a recurring theme. If I still have doubts on the validity of the feedback or it confuses me, I check with someone I trust. 5) Finally, if I believe that there is something there, I think about how I can address it & ask for help.   Feedback is not about agreeing with everything that comes our way. We have every right to throw out the toxic feedback & retain what matters. But it is about listening openly; reflecting & using it in a way that makes sense to us. #Makingthemostoffeedback

Last week, a mentee came to me after her annual review. Her feedback was good — specific enough to sting a little. She walked out with every intention of acting on it. I asked her one question: "What's different on your calendar this week?" She paused. Nothing was different. That's where feedback dies — not in the reading of it, but in the week after, when life resumes and the document closes. Understanding feedback and acting on it are two completely different skills. Most people only practice one. Here's what I told her to do instead: 𝟭/ 𝗧𝗿𝗮𝗻𝘀𝗹𝗮𝘁𝗲 𝗲𝘃𝗲𝗿𝘆 𝗶𝗻𝘀𝗶𝗴𝗵𝘁 𝗶𝗻𝘁𝗼 𝗮 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝗿 "Be more strategic" tells you nothing. This does: take the project you're leading and present how it accelerates a priority your organization cares about — before your next leadership meeting. Specific. Timely. Actionable. For every piece of feedback, ask: what does this look like in practice? 𝟮/ 𝗔𝗱𝗷𝘂𝘀𝘁 𝘆𝗼𝘂𝗿 𝗴𝗼𝗮𝗹𝘀 If it doesn't make it into your goals, it's not going to happen. Don't create a separate "development item" that lives outside your work — embed it into the goal itself or into how you'll achieve it. If the feedback is "delegate more and develop your team," don't just note it. Update your existing goal to: 𝘥𝘦𝘭𝘪𝘷𝘦𝘳 𝘗𝘳𝘰𝘫𝘦𝘤𝘵 𝘟 𝘣𝘺 𝘘3, 𝘸𝘪𝘵𝘩 𝘵𝘸𝘰 𝘵𝘦𝘢𝘮 𝘮𝘦𝘮𝘣𝘦𝘳𝘴 𝘪𝘯𝘥𝘦𝘱𝘦𝘯𝘥𝘦𝘯𝘵𝘭𝘺 𝘭𝘦𝘢𝘥𝘪𝘯𝘨 𝘬𝘦𝘺 𝘸𝘰𝘳𝘬𝘴𝘵𝘳𝘦𝘢𝘮𝘴. Same goal. The feedback is now inside it. 𝟯/ 𝗖𝗵𝗮𝗻𝗴𝗲 𝘄𝗵𝗮𝘁'𝘀 𝗼𝗻 𝘆𝗼𝘂𝗿 𝗰𝗮𝗹𝗲𝗻𝗱𝗮𝗿 Your calendar is your priorities made visible. If the change you need to make doesn't appear there, it won't happen. If the feedback is "scale your impact by partnering across the organization," don't wait for opportunities to show up. Schedule 1:1s this week with leaders in adjacent teams to learn their priorities. What's on your calendar next Monday tells you more about your intentions than anything you wrote in your development plan. 𝟰/ 𝗧𝗲𝗹𝗹 𝘀𝗼𝗺𝗲𝗼𝗻𝗲 Share what you're working on with a peer, a mentor, or your manager. Not for accountability theater — because saying it out loud makes it real. And it invites the micro-feedback you'll need along the way. 𝟱/ 𝗦𝗲𝘁 𝗮 𝟵𝟬-𝗱𝗮𝘆 𝗰𝗵𝗲𝗰𝗸-𝗶𝗻 𝘄𝗶𝘁𝗵 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳 Not "am I trying harder?" — what's actually different in what you do? If the answer is nothing, the feedback is already expiring. The annual review is a gift. Most people open it, admire it, and put it back in the box. If nothing changes in what you do, the outcome is likely to be the same. What’s one change you’ve actually put on your calendar this year? PS: If you know someone in the middle of their review cycle — send this their way. --- Follow me, tap the (🔔) Omar Halabieh for weekly Leadership and Career posts

Giving negative feedback is uncomfortable for everyone. But if you say it the right way, it becomes a normal, healthy work conversation — not a fight. Here’s the simplest way to do it: ⸻ 1. Start gently Don’t attack. Ease into it. “Can we talk for a minute? I want to share something that might help us work smoother.” ⸻ 2. Talk about the action, not the person Don’t say “You’re careless.” Say what happened. “The report had a few mistakes, and it slowed us down.” ⸻ 3. Be clear about what went wrong No vague feedback. “In the client call, interrupting twice made it hard for them to share their point.” ⸻ 4. Share how it affects the team People respond better when they understand the impact. “It pushed the deadline by a day, and the team had to adjust everything.” ⸻ 5. Offer a simple next step Feedback works only if you show a way forward. “Let’s do a quick review together next time.” ⸻ 6. Ask for their side It shows respect and makes it a conversation. “What happened from your end?” “Anything that made this tougher?” ⸻ 7. End on a supportive note Leave them feeling capable, not defeated. “You’re good at what you do — this is just a small fix.” ⸻ 🔹 Quick Templates You Can Use Performance: “Hey, the task didn’t finish on time and it impacted the next steps. How can we avoid this going forward?” Communication: “In meetings, jumping in too quickly shuts others down. Let’s keep a pause in between.” Quality: “There were a few inconsistencies in the draft. Let’s tighten the review process.”

You can tell feedback won’t have the intended impact before the conversation even starts. From my experience, that’s because we prepare for feedback conversations the wrong way. We rehearse what we want to say as feedback givers: We craft the message, anticipate objections, plan their delivery. It is as if we are walking in prepared for a speech, rather than dialogue. As a result, the recipient gets defensive (wouldn't you?) and the conversation goes sideways quickly. When I teach about feedback, I make the case for three shifts that change this dynamic: (1) Prepare your first question, not your first statement. Instead of "I want to talk about your performance on the project," try "How do you think the project went?" You'll learn what the other person already knows, which changes what you can say next. Plus, getting a sense of how much awareness the recipient has can help you shape the conversation. (2) Separate the observation from the interpretation. "You seemed disengaged in the meeting" bundles what you saw with what you concluded. Try instead: "I noticed you didn't speak during the first 20 minutes." Let them fill in the why instead of you assuming it. You'll often be surprised by what you learn. (3) Ask what they need, not what they'll "commit to." "What do you need from me to make this work?" lands differently than "So what are you going to do about it?" One opens a door while the other closes it. And it clarifies that the recipient in not on their own as they address whatever issue needs improvement. Feedback conversations don’t have to be as hard as they generally are. But for that to be the case, we need to approach them as a dialogue. Truly. #feedback #conversation #leadership

A bad performance review doesn't define you. But how you respond to it will. If you've ever walked out of a review feeling blindsided, frustrated, or questioning everything, this is for you. Here's how to recover and come back stronger: 1. Separate emotion from strategy. It's normal to feel defensive, angry, or discouraged. Feel it, but don't act on it immediately. ✔️ Take 24-48 hours before responding. Process with someone you trust outside of work. Then shift into problem-solving mode. The goal isn't to prove them wrong. It's to figure out what's next. 2. Ask for clarification without sounding defensive. ✔️ Schedule a follow-up conversation with your manager. Use these questions: "Can you share a specific example of where I fell short so I can understand better?" "What would success look like in this area over the next 90 days?" "Are there other gaps I should be aware of that we didn't cover?" You're not arguing. You're gathering data to build a plan. 3. Build a 90-day action plan to address gaps. ✔️ Break the feedback into 2-3 focus areas. For each one: ✔️ Write down the specific behavior or outcome you need to demonstrate. ✔️ Identify who can support you (mentor, peer, manager). ✔️ Set weekly check-ins to track progress and adjust. ✔️ Share your plan with your manager. This shows ownership and seriousness. 4. Know when the feedback is a signal to leave vs. grow. ✔️ Stay and grow if: The feedback is specific, actionable, and your manager is invested in helping you improve. ❌ Start looking if: The feedback is vague, contradictory, or rooted in bias. Or if you're being set up to fail with no real support. Not all feedback deserves your loyalty. 5. Track your progress and document everything. ✔️ Keep a running doc of what you've worked on, feedback you've received, and wins you've achieved. This protects you if things don't improve. And it gives you proof of growth if they do. You control the narrative; don't let one review write your whole story. A bad review is uncomfortable. But it's also data. And what you do with that data is what separates those who spiral from those who level up. Follow me for more strategies to navigate tough career moments with clarity and confidence.

Negative feedback is like medicine. Give it wrong, and it becomes poison. Delivered well, it fosters growth. Yet, many struggle with this balance: → 68% of managers feel uncomfortable giving negative feedback → Cultural differences add complexity → Wrong delivery breaks trust and stops growth That is why choosing the right feedback path is key. → Direct feedback (The Tunnel): Use when: → Performance impacts business results immediately → Deadlines are missed → Safety or compliance issues arise "Your report has three errors that delayed our client meeting. Let's address these by 5 PM to stay on track." → Indirect feedback (The Mountain Road): Use when: → Working across cultures that value harmony → Building new work relationships → Addressing complex performance issues "I noticed a few areas in the report that could be improved. How do you feel about the challenges you faced?" "I've been reviewing the project timeline. What obstacles are getting in the way of meeting our milestones?" → Know your audience's cultural context: Research by Erin Meyer shows that feedback preferences vary widely: → Germans, Dutch, Danish → Value direct feedback → Japanese, Indonesian, Thai → Prefer indirect approaches → Americans, British → Mix of both When working across cultures, ask: What communication style builds trust here? → So, how do you know which path to take? → Check the context (urgency, culture, relationship) → State facts first, judgments last → Always end with specific next steps Remember: Match your path to your purpose. Direct ≠ harsh Indirect ≠ unclear 🖊️ Share this if someone needs to see it. Follow Maria Luisa Engels for more on leadership and creative thinking.

I was labeled “Bull in a China Shop.” My male colleague got promoted for the same behavior. The feedback? "You need to soften your approach." I spent months second-guessing every decision, diluting my voice, and watching opportunities slip by. Here's what I wish every woman leader knew about navigating vague feedback 👇 When you get vague or gendered feedback, you have the power to redirect the conversation toward specifics that actually help you grow. (Grab the high res pdf, to prepare for your next career conversation: https://lnkd.in/gZJrJxhm) 👉 How to Transform Vague Feedback into Career Fuel: 🚩 When they say: "Be more collaborative" 🟢 You ask: "Which stakeholder relationships need strengthening, and what would success look like?" 🚩 When they say: "You're not ready yet" 🟢 You ask: "What measurable milestones would show you I'm ready?" 🚩 When they say: "You're overthinking things" 🟢 You ask: “Can you walk me through how you’d approach this decision?” 🚩 When they say: "Don't be so emotional" 🟢 You ask: “What’s the best way to channel passion so it drives results and connection?” 🚩 When they say: "You're too aggressive" 🟢 You ask: “Can you share a moment when my approach had an unintended impact?” 🚩 When they say: "You need more executive presence" 🟢 You ask: “What behaviors signal ‘executive presence’ to you?” 🚩 When they say: "Soften your communication style" 🟢 You ask “How can I balance approachability with authority in my communication?” The shift? You're not accepting the label. You're mining for actionable intelligence. Every vague critique is a chance to show strategic thinking. You deserve feedback that helps you grow, not feedback that makes you shrink. PS. What's the most frustrating piece of vague feedback you've received? 🔖 Save this to prepare for your next review. ♻️ Repost to help other leaders decode biased feedback and take back their power.

Lots of managers are giving performance reviews right now. Most are wasting everyone's time. Why? Because they're giving feedback like: "Be more proactive" "Show more leadership" "Improve your communication" "Take more initiative" That kind of feedback sounds helpful, but it usually just leaves people frustrated. ❌ It tells people they're falling short without showing them how to improve. ❌ It creates anxiety without providing direction. ❌ It wastes the single best opportunity to drive real change. There's a better way. Every piece of feedback needs three elements: 1. Specific situation 2. Observable behavior 3. Clear impact The feedback formula: "When [situation], do [behavior] to achieve [impact]." Vague vs Specific: ❌ "Be more proactive" ✅ "When you spot potential issues, raise them immediately in our daily standup so we can address them before they impact deadlines." ❌ "Improve your communication" ✅ "When you have project updates, share them in our team channel within 2 hours so everyone stays aligned without extra meetings." ❌ "Show more leadership" ✅ "When in meetings, actively ask for input from quiet team members so we get diverse perspectives." Strong feedback always answers: ↳ What exactly needs to change? ↳ What does success look like? ↳ How will it impact others? Your team can't read your mind. Don't let another review cycle pass with feedback that sounds good but changes nothing. ♻️ Repost to help other leaders give better feedback 🔔 Follow LK Pryzant for more practical leadership insights 📌 Subscribe to my newsletter: https://lnkd.in/gcQ59XXS

Performance reviews shouldn’t feel like a surprise attack. They should build trust. Clarify expectations. Support growth. But too often? They leave people confused or deflated. It doesn’t have to be that way. Here’s what happens when emotionally intelligent leaders get it right 👇 It’s a two-way conversation, not a monologue ↳ One-sided reviews undermine trust and overlook valuable insights. ❌ Avoid saying: “Here’s how you did this year...” ✔️ Consider saying: “Before I share my feedback, I’d love to hear your thoughts on how this year went—the wins and the challenges.” It starts with strengths, highlighting achievements ↳ Emphasizing strengths fosters safety and enhances openness to feedback. ❌ Avoid saying: “First, let’s address the areas needing improvement. ” ✔️ Consider saying: “Let’s begin with what’s working. You’ve had a strong impact in [XYZ area].” It names emotions without making it personal ↳ Emotions are important, but feedback concentrates on behaviors, not character. ❌ Avoid saying: “You were quite challenging to collaborate with on this project.” ✔️Consider saying: “There were a few moments that caused frustration for the team—can we discuss how we might approach that differently together?” It balances necessary candor with care ↳ Candor fosters personal growth, while care encourages openness to embrace that growth. ❌ Avoid saying: “This is probably not a strength of yours.” ✔️ Consider saying: “This area fell short of expectations, and I know you can achieve more. Let’s discuss what would assist us moving forward.” It includes future-forward coaching ↳ Reviews should focus on growth rather than merely reviewing the past. ❌ Avoid saying: “There’s not much more to say. I think you know where I stand on your performance. Let’s see how the next quarter goes.” ✔️Consider saying: “Let’s discuss what’s next—what goals you’re excited about and how I can support your development.” It reflects active listening for deeper understanding ↳ People share more when they feel understood ❌ Avoid saying: “I already know how you’re going to respond—we don’t need to rehash that.” ✔️Consider saying: “Can you share more about your experience with the [XYZ] project? I want to ensure I’m not overlooking anything.” It ends with alignment and encouragement ↳ The conclusion of a review should create clarity and momentum, not confusion or hesitation. ❌ Avoid saying: “I suppose you should just keep working on it.” ✔️Consider saying: “I feel like we are on the same page, and I’m committed to supporting you at every turn." ✨ That’s the kind of review that builds trust, ownership, and momentum. What’s a phrase you’ve heard—or used—that made a performance review feel like a real conversation? Drop it in the comments 👇 *** ♻️ Re-post or share so others can lead more effectively 🔔 Turn on notifications for my latest posts 🤓 Follow me at Scott J. Allen, Ph.D. for daily content on leadership 📌 Design by Bela Jevtovic

Receiving feedback can be challenging, but how we handle it makes all the difference. Embracing a non-defensive mindset allows us to respond thoughtfully rather than react impulsively. Here’s how: 🔹 𝗣𝗮𝘂𝘀𝗲 𝗮𝗻𝗱 𝗥𝗲𝗳𝗹𝗲𝗰𝘁: When receiving feedback, take a moment to breathe and process. This pause helps prevent a knee-jerk reaction and allows you to consider the feedback objectively. 🔹 𝗟𝗶𝘀𝘁𝗲𝗻 𝗔𝗰𝘁𝗶𝘃𝗲𝗹𝘆: Focus on truly understanding the feedback being given. Listen without interrupting or formulating a response in your mind. Show that you value the other person’s perspective. 🔹 𝗔𝘀𝗸 𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀: Clarify any points you’re unsure about. Asking questions demonstrates your commitment to understanding and improving, and it can provide valuable insights into how others perceive your work. 🔹 𝗦𝗲𝗽𝗮𝗿𝗮𝘁𝗲 𝗘𝗺𝗼𝘁𝗶𝗼𝗻 𝗳𝗿𝗼𝗺 𝗙𝗮𝗰𝘁: It’s natural to feel defensive, but try to distinguish between the emotional impact of the feedback and the factual information it contains. This helps in addressing the constructive aspects of the feedback. 🔹 𝗘𝘅𝗽𝗿𝗲𝘀𝘀 𝗚𝗿𝗮𝘁𝗶𝘁𝘂𝗱𝗲: Thank the person for their feedback. It takes courage to give constructive criticism, and showing appreciation fosters a culture of open communication and mutual respect. 🔹 𝗥𝗲𝗳𝗹𝗲𝗰𝘁 𝗮𝗻𝗱 𝗔𝗰𝘁: Take time to reflect on the feedback and identify actionable steps for improvement. Use the feedback as a tool for personal and professional growth. Non-defensive responses to feedback are a sign of maturity and a growth mindset. By responding thoughtfully, we can turn feedback into a powerful catalyst for continuous improvement and stronger relationships.  ---------- Hey, I'm Kevin, I am the host of Working Wisdom and The Toxic Leadership Podcast and provide daily posts and insights to help transform organizational culture and leadership. ➡️ Follow for more ♻️ Repost to share with others (or save for later)