Feedback is information shared about someone’s work, behavior, or impact to reinforce strengths and improve outcomes.
Feedback works when it is timely, specific, and actionable. It can be positive, like recognition for a strong result, or constructive, like guidance to change an approach. In SMBs, feedback is a scaling tool because it prevents misunderstandings from turning into performance issues and helps managers coach consistently, even when they are wearing multiple hats.
In hybrid work, feedback also protects fairness. If feedback is only informal and only verbal, it tends to reward visibility over impact. The fix is simple: build feedback into one-on-ones and project check-ins, encourage peer feedback where collaboration is critical, and keep short notes tied to outcomes so performance discussions are grounded in evidence.
Commonly confused with: recognition
Recognition is a type of feedback that highlights what’s working and why it mattered. Feedback is broader and includes guidance on what to adjust and how to improve. Strong cultures do both consistently.
Workleap field notes from SMB clients
- What Workleap clients are saying: From conversations with our SMB clients, anonymous feedback can sometimes drift into unconstructive commentary instead of useful signal.
- Why it matters: Feedback cultures work when psychological safety and accountability are balanced with clear norms for what “good feedback” looks like.
- In practice: Sport BOP wanted feedback to drive visible action, not just data collection. They built a consistent listening rhythm and brought themes into leadership discussions to prioritize changes. The result was stronger trust in the feedback loop and clearer alignment on what to improve next. See: Sport BOP strengthens engagement by turning employee feedback into action with Officevibe and Workleap AI.
Specific examples, clear impact, and a next step. Good feedback is about behaviors and outcomes, not personality. It also leaves room for questions so you align on what “better” looks like.
Managers, peers, and leaders. In cross-functional teams, peers often have the best view of collaboration behaviors. Multi-directional feedback speeds up learning and reduces blind spots.
It can be informal day to day and formal during reviews. Informal feedback keeps work aligned, while formal moments summarize patterns and decisions. The goal is that nothing in a formal review is a surprise.
Be direct and kind. Focus on the behavior, explain impact, and offer support. Invite the employee’s perspective so you can solve the real problem together.
Being vague, delaying feedback, and only giving feedback when something goes wrong. Also, avoiding feedback to keep things “nice” usually creates bigger issues later. Balanced, consistent feedback builds trust.
