Most Feedback Is Ignored – Here Is Why
Feedback is one of the most powerful tools a manager has, yet most of it falls flat. Research from Gallup shows that only 26%
of employees strongly agree that the feedback they receive helps them do better work. The problem is not that managers do
not give feedback – it is that the way they deliver it does not drive action.
In the UAE’s multicultural workplace, where communication styles vary widely, getting feedback right is both more important
and more nuanced.
The Three Types of Feedback
Appreciation
Saying “thank you” and recognising effort. This motivates and reinforces positive behaviour but is often overlooked in favour of
corrective feedback.
Coaching
Guiding someone to improve a specific skill or behaviour. This is where most managerial feedback falls, and where delivery
matters most.
Evaluation
Rating performance against expectations or standards. This is necessary for decisions about promotions, compensation, and
development – but it often creates anxiety when mixed with coaching.
The mistake: Combining all three into a single conversation. Separate them to be more effective.
Principles of Feedback That Drives Action
Be Specific
Vague feedback produces vague results. “You need to be more proactive” does not tell anyone what to do differently. “In the
last project, I noticed you waited for tasks to be assigned rather than identifying what needed to be done next – I would like to
see you take the lead on identifying next steps” gives a clear, actionable direction.
Be Timely
Feedback delivered weeks after the event loses its relevance and impact. Aim to give feedback within 24-48 hours of the
behaviour or event you are addressing. Timely feedback connects the action to the outcome.
Focus on Behaviour, Not Character
- Instead of “You are careless,” try “The report had three errors that affected the client presentation”
- Instead of “You are not a team player,” try “In yesterday’s meeting, you dismissed two colleagues’ suggestions
without discussion”
Behavioural feedback is easier to accept and easier to change.
Make It a Dialogue
Feedback should not be a monologue. Ask questions:
- “What is your perspective on how that meeting went?”
- “What support do you need to improve in this area?”
- “How do you think we could approach this differently next time?”
When employees participate in the conversation, they own the solution.
Follow Up
Feedback without follow-up is a conversation, not a development tool. Schedule a check-in to discuss progress. Recognise
improvement. Adjust the approach if the initial feedback did not produce the desired change.
Creating a Feedback Culture
Feedback should not be confined to annual reviews or crisis moments. Build it into daily operations:
- Start team meetings with quick wins and recognition
- Normalise peer-to-peer feedback
- Train managers to give constructive feedback confidently
- Make feedback a two-way street – ask employees for feedback on your leadership
Handling Emotional Reactions
Not all feedback is received well. When an employee reacts emotionally:
- Stay calm and listen
- Acknowledge their feelings without backing away from the message
- Reframe the feedback as an investment in their growth, not a criticism
- Offer to continue the conversation when they are ready
FAQ
How often should managers give feedback?
Frequently and informally. Regular, lightweight feedback is more effective than periodic, formal sessions. Aim for weekly
touchpoints where feedback is a natural part of the conversation.
What if an employee repeatedly does not act on feedback?
Escalate the conversation. Clarify the impact of the behaviour, set explicit expectations, agree on a timeline, and document the
discussion. If the pattern continues, a formal performance improvement plan may be necessary.
How do you give feedback to someone more senior than you?
Frame it as an observation, not a judgment. Use “I” statements: “I noticed that when decisions are made in informal
conversations, some team members feel left out.” Be respectful but honest.
Conclusion
Feedback that drives action is specific, timely, behavioural, and conversational. It is not about being nice or being tough – it is
about being clear. Managers who master this skill build stronger teams, develop talent faster, and create a culture where
continuous improvement is the norm. In a diverse market like the UAE, the ability to deliver feedback that crosses cultural
boundaries is a critical leadership competency.
