Breaking the Cycle of Disengagement—Transforming Feedback and Culture for Real Growth

At a growing tech company, feedback meetings used to be tense, awkward affairs. Team leads would rattle off what went wrong, often sliding a report across the table without much explanation. Employees, in turn, left with simmering resentment and little clarity, their enthusiasm and creativity quietly fading.

But the new department head decided to try a different tack after reading up on research about engaged feedback. At the next round of reviews, instead of staying behind the desk, she pulled up a chair beside each employee. She began conversations with a list of tangible strengths before naming problems, framing them as shared puzzles—'Our sales numbers dipped last quarter, let’s dig into it together,' she said.

Over the next few months, tensions eased. Shy staffers started offering ideas, turnover dropped, and even conflict became more honest and productive. Surveys noted improved morale, and the quality of deliverables rose. By sitting on the same side of the table, both metaphorically and literally, the team shifted from a culture of blame to one of growth and learning.

The organizational science is clear: engaged feedback drives performance, satisfaction, and innovation. Cultures that normalize discomfort rather than reward defensiveness build trust, resilience, and success.

Before you schedule your next feedback session, check your gut—are you truly aiming to help the other person grow, or just ticking boxes or blowing off steam? Open the conversation by naming something specific they do well, then invite them to solve challenges with you rather than at you. Close by asking where you could be doing better or supporting them more. This simple change in approach can transform feedback from a dreaded necessity into a powerful source of engagement and motivation. Give it a real try with someone this week.