Why Feedback Rarely Does What It's Meant To

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SKIP TO CONTENTHarvard Business Review LogoFeedbackThe Feedback Fallacy

For years, managers have been encouraged to praise and constructively criticize just about everything their employees do. But there are better ways to help employees thrive and excel. by Marcus Buckingham and Ashley Goodall

From the Magazine (March–April 2019)Paul Garland

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The debate about feedback at work isn’t new. Since at least the middle of the last century, the question of how to get employees to improve has generated a good deal of opinion and research. But recently the discussion has taken on new intensity. The ongoing experiment in “radical transparency” at Bridgewater Associates and the culture at Netflix, which the Wall Street Journal recently described as “encouraging harsh feedback” and subjecting workers to “intense and awkward” real-time 360s, are but two examples of the overriding belief that the way to increase performance in companies is through rigorous, frequent, candid, pervasive, and often critical feedback.

Read more on Feedback or related topics Giving feedback, Employee performance management and NeuroscienceA version of this article appeared in the March–April 2019 issue of Harvard Business Review.Marcus Buckingham is a researcher of high performance at work, co-creator of StrengthsFinder and StandOut, and a coauthor of Nine Lies About Work: A Freethinking Leader’s Guide to the Real World (Harvard Business Review Press). His most recent book is Love + Work: How to Find What You Love, Love What You Do, and Do It for the Rest of Your Life (Harvard Business Review Press).Ashley Goodall is a leadership expert who has spent his career exploring large organizations from the inside, most recently as an executive at Cisco. He is the coauthor of Nine Lies About Work, which was selected as the best management book of 2019 by Strategy + Business and as one of Amazon’s best business and leadership books of 2019. Prior to Cisco, he spent fourteen years at Deloitte as a consultant and as the Chief Learning Officer for Leadership and Professional Development. His latest book, The Problem with Change, is available now.
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Read more on Feedback or related topics Giving feedback, Employee performance management and Neuroscience

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