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Providing constructive feedback to team members empowers them to grow and excel. However, leaders often face obstacles—both external and self-imposed—that hinder their ability to deliver actionable and helpful feedback.
Here, 19 Forbes Coaches Council members discuss common challenges leaders encounter when it comes to offering constructive feedback and share practical solutions to overcome these barriers. By addressing these impediments head on, leaders can create a culture of open communication and continuous improvement within their teams.
1. A Lack Of Confidence And Competence
It is tempting to cite conflict avoidance as a major hurdle, but in actuality, conflict and conflict avoidance stem from something more fundamental: not understanding how to deliver feedback. It’s a confidence and competency issue. When they view the issue this way, leaders are more motivated to break through that block by immersing themselves in learning and practicing the art and science of effective communication. - Amy Wong, Always On Purpose
2. Missing The Moment
Time is the common barrier that stands in the way of leaders delivering constructive feedback. When it is most effective, feedback is given in close proximity to the meeting or event that inspired it. A familiar trap is not taking the extra few minutes at the end of a meeting or day to give feedback; we feel awkward giving feedback once the moment has passed. Avoid this trap! - Jill Helmer, Jill Helmer Consulting
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3. Not Making Feedback Routine
Many leaders fail to develop a plan. A plan simply takes the emotional buildup out of the process by making feedback routine, consistent and informal. First, explain to your team what you will be doing differently: improving feedback by making it more commonplace and less daunting. Next, establish times—quarterly or bi-monthly—to engage in dialogue around performance. - Dr. Shekinah “Ki” Magee, ICP-ACC, SPC, PCC, PMI-ACP, Clear And Present Coaching and Consulting Services, LLC
4. Fearing Disengagement
Leaders can wrestle with the fear that they might trigger disengagement when delivering constructive feedback. Easing this concern requires thoughtful preparation, framing feedback with fairness and a developmental focus, and extending a genuine offer of support. In cases where it applies, convey that you and the organization place a high value on individual growth and believe it’s attainable. - Sheila Goldgrab, Goldgrab Leadership Coaching
5. Believing Constructive Feedback Will Be Seen As Criticism
Leaders sometimes believe that delivering constructive feedback will be perceived as criticism. There are two important ways to avoid this. First, ensure that moments of constructive feedback are not the only time that you’re interacting with this team member, and be sure to acknowledge a job well done. Second, communicate deliberately with words that convey opportunity versus failure. - Meridith Alexander, G.R.I.T. Mindset Academy
6. Not Having A Two-Way Conversation
A common thing standing in the way of leaders delivering feedback is their discomfort with the conversation. To get comfortable with feedback, make it a two-way conversation. Consider how the feedback will make a difference, identify what your intent is in giving it, decide the outcomes you want, co-create steps to improve the situation, and ask how you can support it taking hold. - Kathleen Shanley, Statice
7. Falling Prey To Courtesy Bias
Individuals with courtesy bias tend to provide positive or socially desirable responses to avoid conflict, discomfort or offending others. They have a tendency to be overly polite or agreeable, even if it means not expressing their true opinions or feelings. Just being aware that your brain wants you to not be candid and working against that impulse makes you a better leader. - Alex Draper, DX Learning Solutions
8. Not Considering The Other Party’s ‘Work View’
Understand the need to distinguish facts, feelings and beliefs. Too often, leaders focus on facts but fail to appreciate the feelings involved and the beliefs implicitly expressed by the person involved. Feedback is not just an opportunity to assess performance; it’s also a chance to ascertain your colleague’s “work view” and align on how to honor individual needs and meet organizational expectations. - Joel Davis Brown, Pneumos
9. Fearing Giving Offense Or Causing Demotivation
A common barrier to giving constructive feedback is the fear of causing offense or demotivation. Overcoming this requires building a culture of open communication and trust, where feedback is seen as a tool for growth and improvement. - Michelle Maree, The Nomad Escape
10. Approaching Feedback With Preconceived Ideas
A common hurdle for leaders in delivering constructive feedback is approaching it with preconceived ideas rather than curiosity about the receiver’s perspective. To overcome this, leaders should reset their mindset and view feedback as a two-way learning opportunity. This approach fosters open dialogue, encourages mutual understanding and enhances the effectiveness of the feedback process. - Svetlana Dimovski, Ph.D., ICF-PCC, NBC-HWC, Dharma Growth, LLC
11. Viewing Feedback As Destructive Instead Of Supportive
I have seen a rise in the unwillingness to have hard conversations. In addition, many leaders fear backlash from these conversations. A simple reframe is that holding people accountable for delivering is supportive, not destructive. If I want the best for you, why wouldn’t I give you the feedback you need to become your best? Why wouldn’t I push you to perform at your best? - Susan Hobson, Elite High Performance Inc.
12. Lacking The Necessary Training
Many are simply afraid of being vulnerable and intimate and having these crucial conversations. Between a leader’s own ego and insecurities often lies a lack of training, which in turn leads to poor skills and application. I would highly recommend reading Radical Candor by Kim Scott and researching the SCARF model. These two resources will start you on the right path. - Joshua Miller, Joshua Miller Executive Coaching
13. Not Having A Culture Of Continuous, Balanced Feedback
Leaders may fear resistance and the negative reaction that may occur. First, create a culture of continuous feedback, where the team expects and welcomes feedback. Also, use the “feedback sandwich” method: Start with positive feedback, then address areas for improvement, and end with more positive reinforcement. This can create a more balanced and constructive conversation. - Dr. Sharon H. Porter, Vision & Purpose LifeStyle Magazine and Media
14. Not Continuously Developing Communication Skills
Some leaders struggle with communicating effectively. While there are no infallible leaders, it is important to continue to work on developing your communication skills and be mindful that the goal of providing feedback is to build up, motivate and empower the team. Effective communication requires a leader to be open, flexible, adaptive and willing to become a student at any given time. - Kurline J Altes, KURLINEJSPEAKS LLC
15. Thinking Feedback Is A One-Time Thing
Most great works go through rounds of incremental improvement, feedback and editing. Leaders tend to perceive feedback as a one-time occasion when it is exactly the opposite. For the best results, it is essential to provide constructive feedback in frequent, small portions. Also, make sure your micro-feedback is immediate, clear and concrete. - Alla Adam, Alla Adam Coaching
16. Having Expectations Rather Than Agreements
A helpful tool for delivering constructive feedback is to make sure you’ve established agreements with your employees rather than having expectations of them. When there’s an established agreement for projects, it can feel “easier” to refer back to the clear parameters that both parties involved decided would work. From that place, a deeper understanding of what could work better moving forward can be discussed. - Rosie Guagliardo, InnerBrilliance Coaching
17. Being Afraid Of Hurting Team Morale
One common roadblock to leaders giving constructive feedback is fear of hurting the team’s morale. Leaders can tackle this by framing feedback positively and focusing on growth and improvement. It’s all about delivering feedback in a way that fuels motivation rather than deflates spirits. - Peter Boolkah, The Transition Guy
18. Not Including A Map For Improvement
Feedback is only effective if it is well-documented and includes an action plan. Problems occur when leaders provide advice verbally but do not have a strong track record of helping with the changes, fixes and necessary follow-up to make the employee’s course of action possible. Concrete, written ways that an employee can improve will give them hope that the critiques they faced were really a map for improvement. - John M. O’Connor, Career Pro Inc.
19. Fear Of The Unknown
Leaders often avoid feedback because they fear the unknown—how the person may react and how to have the conversation constructively. A leader should focus on the specific behavior (not the person), promote objectivity, and make the conversation a mutual problem-solving exercise or a discussion on how to make great behavior even better. - Karen Tracy, Dr. Karen A Tracy, LLC
