Difficult feedback is sometimes unavoidable, but its role in collective success is fundamental. According to a Globe Newswire study, 24% of workers would consider leaving their jobs if their managers didn’t give them enough feedback on their performance. This is especially concerning in the UK, where 49 % of office workers say poor feedback has even pushed them to consider a job move. These exchanges are beneficial not only for employee development but also for organisational performance.
Managers must therefore adopt a sensitive, caring approach. If well managed, these moments of exchange can strengthen team commitment and become a real strategic lever for the company. Here are three best practices to put in place if you find yourself in this situation.
Dealing with resistance: responding with calm and understanding
When faced with negative feedback, resistance is a natural reaction. In the UK, a Right Management survey shows 31 % of workers prefer to stick with the familiar rather than embrace change and 37 % admit feeling resistant to change. An experienced manager knows that this reaction is often linked to human emotions. They must be prepared to respond calmly and objectively. Rather than reacting impulsively, the manager must show curiosity, seeking to understand the underlying reasons for this reaction. This opens the way to a more constructive discussion.
It’s also important for the interview environment to be calm and conducive to a serene exchange. The leader or manager must ensure that the discussion takes place in a respectful setting, free from distractions, to encourage open and productive dialogue.
Active listening: fundamental to building trust
Active listening is one of the keys to dealing constructively with negative feedback. UK data indicates that it can reduce misunderstandings by 40 % and raise employee satisfaction by up to 16 %. Moreover, globally, 80 % of those who received meaningful feedback in the past week were fully engaged. The manager must go beyond the employee’s words and grasp the underlying intentions and emotions. This shows the employee that they are respected and that their point of view is taken into account. In fact, a study by Salesforce (2019) reveals that employees perform 4.6 times better when they feel listened to.
Leaders must therefore cultivate benevolent listening and be particularly attentive to their employees’ emotional reactions. When an employee feels genuinely listened to, they will be more inclined to accept negative feedback and use it as a lever for improvement.
Giving meaning to feedback: directing the conversation towards the future
Negative feedback should never be limited to pointing out mistakes. It must always be accompanied by a concrete action plan for the future. One UK study found that 50 % of employees follow up on feedback, while 28 % sometimes do and 22 % do not —highlighting the need for clarity and guidance. Another UK resource indicates that feedback can boost morale, competence, and engagement by up to 89 %, and employees getting regular feedback are 1.2× more likely to stay. A good manager must ensure that their colleague knows precisely what they can do to improve performance. It is essential that feedback enables clear short- and medium-term objectives to be defined, while identifying the resources and support needed to achieve them.
This approach helps employees to feel supported in their development, rather than simply criticised. Regular and constant follow-up is also essential to ensure that defined actions are implemented effectively and that progress is measured.
TO Conclude
Negative feedback, although it can be difficult to give and receive, is an indispensable tool for employee growth and continuous team improvement. By adopting these three techniques, managers can transform feedback moments into genuine development opportunities. Managers who listen actively, handle resistance calmly, and give meaningful to feedback, are sure to boost staff motivation, their performance, and the general levels of trust within their teams. So, far from being a source of demoralisation, feedback becomes a strategic lever for a more cohesive, high-performing organisation.
Author: Dr. Ryne Sherman – Chief Science Officer, Hogan Assessments
Photo credit: StockCake
It would be interesting to understand more about delivering negative feedback to senior stakeholders – particularly board level – for those in middle management supporting engagement. Navigating egos or dismissive leaders can be a challenge, understanding how to be the voice of the employee and pass feedback on to senior leaders would be an interesting topic to discuss! Thank you