Creating a Culture of Feedback

Feedback isn’t a one-time event.
It’s not just for performance reviews or post-project debriefs.

It’s a habit.
A rhythm.
A culture.

Great teams talk about what’s working—and what’s not—while it’s happening, not weeks later. That kind of culture doesn’t happen by accident. It’s modeled, encouraged, and repeated.

Why It Matters:

• Performance: Feedback sharpens execution and raises standards.

• Culture: Open communication builds trust, safety, and speed.

• Retention: People want to grow. Feedback gives them a roadmap.

What Most Managers Overlook:

They treat feedback like a high-stakes event instead of a continuous process.
And they often forget to invite it themselves.

When Ed Catmull led Pixar, he embedded feedback into the creative process. Teams gave notes constantly—early, often, and constructively. It wasn’t personal. It was expected. That’s how they shipped some of the best storytelling in the world.

How to Get It Right:

• Give feedback in real time—not just at “review time”

• Make it safe to give upward and peer-to-peer feedback

• Normalize feedback with lightweight habits (e.g., “Start / Stop / Continue” check-ins)

• Ask for feedback yourself—and act on it

Do:
✅ Make feedback part of regular conversations
✅ Give praise and critique with specificity and speed
✅ Model vulnerability by asking for input regularly

Don’t:
❌ Save feedback for performance reviews only
❌ Use it as a weapon instead of a growth tool
❌ Ignore when people take the risk to give you honest input

The more often feedback flows, the less awkward—and more valuable—it becomes.