The importance of feedback for team performance: five ways internal comms can help create a culture of open and constructive feedback
When you think of giving and receiving feedback at work it’s often in the context of a performance review. But recent research shows how feedback within teams can improve their performance and that this has a knock-on effect on wider business performance. Yet giving and receiving feedback is something many people find hard. So, how can we as IC pros help individuals, teams, managers and senior leaders become comfortable enough with feedback that everyone gains?
Teamwork makes the dream work
Teams are at the heart of what makes a successful organisation thrive. It’s often thought the best teams are made up of high-performing individuals whose unique skillsets, when brought together, deliver great results. But good teams also have good habits. There’s trust, clarity about individual and team roles, accountability – and a culture of continuous improvement. And this is where feedback comes in, because, without it, it’s impossible to deliver genuine improvement and innovation.
Yet a recent survey of over 1500 team members from a wide range of functions and industries found they felt that giving and receiving feedback was their weak point. Compared to all their other potential strengths, team members rated providing each other with constructive feedback as the thing they were least good at (source). This suggests there is work to be done and it’s where Internal Comms can step in. We can help improve the proactive gathering and delivery of feedback, whether that’s peer to peer, team leader to their direct reports or from internal stakeholders to the team and vice versa.
Top tips for using internal comms to improve people’s ability to give feedback
There are three things to remember when you’re trying to encourage a culture of constructive feedback:
• All team members, regardless of position, need to feel they can voice their opinions without fear of retribution.
• It’s a two-way street. Managers need to learn how to take feedback from their staff as well as give it.
• It’s a continuous process, not a once-a-year event that happens during a performance review.
So, what can we as Internal Comms professionals do to create this culture of feedback?
Provide training. We’ve said before, not all line managers are natural communicators – and when it comes to giving feedback that’s true for many other people too. Offer training sessions that focus on communication skills, including how to actively listen, how to give constructive feedback and how to accept it gracefully. You’ll enhance the quality of interactions and ensure that feedback serves its purpose: improving performance within your business. Consider using different formats such as interactive workshops, short video tutorials, and even bite-sized mobile learning sessions to make training more accessible
Ensure there are multiple ways to give feedback. You want to create a variety of platforms – face-to-face meetings, regular team meetings, suggestion boxes, dedicated email addresses or anonymous online platforms – where feedback can be shared. You’re looking to promote interactivity, so that feedback is not only given but also discussed. This enables those receiving the feedback to get a more nuanced understanding of the issue and also allows teams to collaborate in any problem-solving. Additionally, leveraging internal communication tools like Microsoft Teams, Slack, or dedicated employee engagement apps can help make feedback a seamless part of daily work life.
Set clear expectations. People need to know what feedback is expected if it’s to be effective and timely. Outline what would be helpful and how and when it should be delivered. This will help team members understand why their input is valuable and encourage them to participate. You’ll also reduce the risk of misunderstandings and that in turn will mean you get more constructive dialogue. Research from Harvard Business Review suggests that people are more receptive to feedback when they understand its intent and feel psychologically safe when receiving it.
Acknowledge and respond to feedback promptly. This is so important because it shows employees their voices are valued and encourages ongoing participation. It’s not just about saying you’ve listened though, it’s about showing you’re taking actionable steps to address any concerns raised. If you then ask for feedback on the improvements you’ve made you’ll be starting a cycle of continuous improvement, as well as demonstrating the importance of good feedback. Google’s Project Aristotle found that psychological safety - the ability to voice opinions without fear - was the single biggest predictor of high-performing teams. Internal Comms plays a vital role in encouraging this through open, transparent communication.
Be a role model. If you manage a team or if you’re involved in a project, ensure you’re including opportunities for regular feedback in your day-to-day work – and don’t shy away from difficult conversations. Senior leaders and managers need to demonstrate that feedback is welcomed, valued, and actioned. Encouraging leaders to be visible in their response to feedback, such as sharing ‘You Said, We Did’ updates or openly reflecting on their own areas for improvement, can help to reinforce a strong feedback culture.
Feedback is an essential catalyst for continuous improvement in the workplace. It helps organisations identify their strengths and weaknesses, it fuels innovation and drives creativity. When constructive feedback is part of your culture as a business you’ll find employees feel heard and valued and that rates of engagement and job satisfaction improve. It’s why feedback should be part of any IC pros’ strategy to improve business performance. If you're looking for ways to embed a strong feedback culture in your organisation, we'd love to help – get in touch to find out how we can support you!
