Giving Feedback in the Workplace: A Manager’s Guide to Building Trust and Performance

Most managers know feedback matters. Fewer feel confident giving it.

Done well, feedback improves performance and builds trust. Done poorly—or not at all—it creates confusion, frustration, and silence.

This piece explores why feedback is hard, what happens when you avoid it, and how to deliver it in a way that improves both your team’s outcomes and working relationships.

Why Feedback Feels Difficult

Even experienced managers hesitate. You second-guess yourself. You worry it’ll be taken the wrong way. You convince yourself it’s not a big deal. But the hesitation usually comes down to four things:

• Worry about upsetting the person
• Uncertainty about how to say it
• Fear of damaging the relationship
• No clear model for doing it well

What Happens When You Avoid It

Avoiding feedback doesn’t make a problem go away. It just allows it to spread.

You’ll often see:

• Ongoing behaviour issues
• Unspoken tension
• Lower engagement
• Missed learning opportunities

Let’s Ground This in a Real Example

You manage Chris, a senior analyst. Sharp, reliable, and full of ideas. Recently, they have been dominating team meetings—cutting off colleagues and dismissing input. Junior staff disengage.

You know it’s affecting the dynamic. But you’re wary of knocking their confidence. Chris is high-performing. You don’t want to lose trust.