Feedback is essential for growth, but in many workplaces, it sparks stress rather than progress. Employees may brace for criticism, worry about judgment, or feel defensive when feedback is offered. These dynamic limits of learning reduce collaboration and undermine performance. Gregory Hold, Founder & CEO of Hold Brothers Capital1, recognizes that the most successful teams take a different approach. They build cultures where feedback feels like fuel, a source of energy, improvement, and confidence rather than fire that burns morale.
Creating this kind of culture requires intention and effort. Leaders set the tone through their actions, language, and expectations. By treating feedback as a tool for support rather than correction, they help teams see it as a shared resource that powers success.
Redefine the Purpose of Feedback
In many organizations, feedback is viewed as a way to correct mistakes. This narrow focus creates anxiety and limits opportunities for growth. To shift the culture, feedback must be reframed as a tool for learning. It should be positioned as a regular, expected part of work, not something reserved for formal reviews or when problems arise.
Leaders can help by emphasizing that feedback is about helping people reach their potential. They can encourage teams to see feedback as a gift that offers perspective, uncovers blind spots, and supports continuous improvement. When people understand that feedback exists to help, not harm, they approach it with greater openness.
Make Feedback a Two-Way Street
Feedback cultures thrive when communication flows in both directions. Leaders should not only give feedback but also invite it. By asking questions like “What can I do to support you better?” or “How can we improve as a team?” They show that feedback is a shared responsibility.
When leaders receive feedback with humility and appreciation, they model the behavior they want to see. For firms like Hold Brothers Capital, this helps create an environment where feedback feels safe and constructive rather than threatening.
Provide Feedback Often and in Small Doses
As a seasoned business leader, Gregory Hold says that one reason feedback can feel like fire is that it is too rare and too large when it arrives. Infrequent feedback tends to feel high-stakes, and employees may feel blindsided or overwhelmed by a long list of comments.
Regular, smaller moments of feedback help make it part of daily work. A quick note of praise after a strong presentation or a thoughtful suggestion during a project meeting keeps feedback light, timely, and useful. This steady flow helps people adjust in real time rather than waiting for formal sessions.
Focus on Behaviors, Not Personal Traits
Feedback should center on actions and impact, not personality or character. When feedback feels personal, people are more likely to become more defensive. Focusing on specific behaviors helps keep the conversation constructive.
For example, instead of saying, “You’re disorganized,” a leader might say, “I noticed that the report was submitted later than planned, which made it harder for the team to stay on track. Let’s talk about how to improve the timeline.” This approach encourages problem-solving and learning without placing blame on the subject.
Pair Feedback with Support
Feedback is most effective when it comes as guidance for improvement. Pointing out a gap or issue without offering support leaves employees feeling stuck. Leaders can help by pairing feedback with suggestions, resources, or offers of assistance.
Simple actions, for example, sharing a helpful article, suggesting a colleague who can provide insight or offering time to brainstorm solutions, show that feedback is meant to help, not criticize. It builds trust and encourages people to act on what they hear.
Encourage Peer-to-Peer Feedback
In strong feedback cultures, feedback does not come only from managers. Peer-to-peer feedback helps teams build accountability, collaboration, and shared responsibility for success. Encouraging colleagues to provide constructive input supports a sense of partnership and collective growth.
Leaders can incorporate peer feedback into projects, meetings, or debriefs. Providing simple frameworks or prompts, such as “What worked well?” and “What could be even better?” helps teams give balanced and actionable feedback.
Recognize and Reward the Right Mindset
Building a feedback-positive culture means celebrating how people give and receive feedback, not just the outcomes of their work. Leaders should acknowledge employees who seek feedback, act on it and offer it thoughtfully to others. This recognition reinforces the message that feedback is valued and expected.
Highlighting examples of feedback that led to improvements, innovations, or stronger teamwork helps make the case for its importance. It shows that feedback is part of the team’s success.
Train for Effective Feedback
Not everyone feels confident that giving or receiving feedback is a good idea. Providing training helps teams build the skills they need to engage in these conversations productively. It can include workshops, role-playing or sharing best practices for framing feedback, asking good questions, and listening actively.
Training also helps demystify feedback. It gives people language and tools they can use, which reduces anxiety and builds competence.
Create Safe Spaces for Feedback
For feedback to feel like fuel, people need to know that it can be received with respect and used constructively. Leaders help create this safety by responding to feedback calmly, focusing on solutions, and avoiding punitive reactions. When mistakes or gaps are treated as learning moments rather than causes for blame, teams are more willing to engage in feedback conversations.
Psychological safety is the foundation of any strong feedback culture. Leaders build this by listening fully, showing empathy, and consistently reinforcing feedback that is about helping everyone succeed.
Turning Feedback into a Source of Strength
Feedback is one of the most powerful tools a team has for learning and growth. When handled well, it energizes, guides and connects people. Leaders who build cultures where feedback feels like fuel help their teams stay adaptable, engaged, and ready to improve.
By reframing feedback as support, providing it regularly, focusing on actions, and creating safe spaces, leaders turn what is often seen as a source of stress into a source of strength. Teams that embrace feedback as part of daily work are better equipped to navigate challenges, seize opportunities, and achieve lasting success.
1 Hold Brothers Capital, is a group of affiliated companies, founded by Gregory Hold.
