Why FEEDBACK Really Matters: How Managers Use It, and How They Should.

Pau Baradad
22 jul
3 Min. de lectura

We can all agree that feedback is one of the most essential tools in the workplace and for any good manager. It opens a channel of mutual understanding, aligns expectations, and boosts each team member’s performance.

Why is feedback so important? Feedback drives professional growth, reinforces positive behaviors, and corrects deviations before they become structural issues. Without it, we miss out on real-time learning, hinder a culture of continuous improvement, and weaken the sense of belonging.

In my view, feedback operates across multiple dimensions, which determine when it becomes most powerful:

Type of feedback Defines the nature of the message: recognition, corrective, developmental (coaching), 360°, or feedforward.
Feedback technique The structure or method used to deliver it: Sandwich, DESC, SBI, feedforward, conversational coaching…
Moment of use Each phase of the employee lifecycle (recruitment, onboarding, role evolution, performance, development, career planning, offboarding) demands specific types and techniques, depending on the employee’s context.
Likelihood of use Assesses how feasible it is for a manager to apply a type or technique based on effectiveness, simplicity, and fit with daily routines.

I asked AI to analyze the feedback types, techniques, lifecycle phases, and current usage trends among managers. The conclusion confirms what many of us already suspect.

Embedding feedback into everyday life isn’t an add-on—it’s the lever that transforms teams and leadership. After cross-referencing types, methods, lifecycle phases, and current trends, here are the conclusions every manager should keep in mind:

1. Most Commonly Used

SBI for positive and corrective feedback: a simple structure (Situation–Behavior–Impact) that drives timely reinforcement and adjustment.
Feedforward for the future: forward-focused suggestions that avoid unproductive debates about the past.
Conversational coaching in development plans: powerful questions that spark ownership and initiative.
DESC for precise corrections: a clear protocol (Describe–Express–Suggest–Consequence) to address misalignments without generating resistance.

2. What Each Method is For

Reinforce what works (Positive + SBI): saves time and builds culture.
Correct with clarity (Corrective + DESC): addresses gaps before they become entrenched.
Promote growth (Coaching + Feedforward): fosters personal responsibility and forward-thinking.
Gather multiple perspectives (360°): fuels strategic decisions during annual reviews.

3. When It’s Most Effective

Onboarding and performance reviews: SBI and Sandwich for setting expectations from day one and for formal check-ins.
Career development and planning: feedforward and coaching to craft purpose-driven paths.
Offboarding: 360° feedback to extract key learnings and close cycles with collective intelligence.

The Awkward Question – What Do Managers Really Use?

Theory sounds great… but what do managers actually use? While a wide range of techniques is available, in practice, they fall back on a few simple, familiar tools. Innovative methods are often reserved for formal programs or one-off initiatives.

Most common form: spontaneous praise (“Nice job on that presentation”) or direct correction (“Next time, include more data”). Quick, informal, and accounts for around 50% of 1:1 feedback interactions.
Sandwich technique (positive–improvement–positive) remains the go-to for negative feedback, even if it's not the most effective. Its popularity persists because it softens impact and reduces resistance.
SBI pops up in HR teams and managers seeking specificity and alignment with expected behaviors.
Most effective, least used? Feedforward (Marshall Goldsmith) and conversational coaching. Both have strong developmental impact but require time and training—resources many managers lack in the daily grind.

Quick Conclusions:

Most used: praise/direct correction, Sandwich, and SBI—fast and cognitively low-cost.
Use cases: recognize informally, course-correct quickly, add clarity when needed.
The true challenge: shift from “occasional feedback” to a continuous habit. Mastering advanced techniques is irrelevant if they’re only used sparingly. Consistency and simplicity are key.

So… What Can We Do?

To build a feedback culture where everyone engages naturally, both talent and the organization must act in sync. And yes—it takes time and consistent modeling. Here are the key levers:

Lead by example Senior leaders and middle managers must give feedback—both privately and publicly—with visibility. Their commitment is what normalizes the practice.
Training in techniques and language Teach everyone to focus on behaviors (not personalities), using respectful and clear language. Protocols like SBI and DESC can standardize practice and prevent misunderstandings.
Daily integration Embed feedback into: – Weekly team meetings (1-minute wins). – Project debriefs (what worked/what could improve). – Planning sessions (feedforward for the next cycle).
Psychological safety Create an environment where speaking up doesn’t carry negative consequences. Trust helps feedback flow and deepens engagement.
Support tools Provide templates or platforms that guide the format (e.g., Situation–Behavior–Impact) to streamline documentation and follow-up.
Recognition and reinforcement Publicly spotlight strong feedback practices. Reward teams or individuals who use feedback constructively—it has a contagious effect.
Measurement and tracking Define KPIs such as “feedback frequency” and “perceived quality” (via internal surveys). Review quarterly and adjust accordingly.

Recommendations for Managers:

Adopt micro-feedback: short, frequent comments (check-ins, end-of-meeting remarks) keep the practice alive.
Keep it brief and actionable: focus on the next step.
Be consistent: make feedback a daily ritual that aligns expectations and strengthens resilience.

We can all agree that feedback is one of the most essential tools in the workplace and for any good manager. It opens a channel of mutual understanding, aligns expectations, and boosts each team member’s performance.

Why is feedback so important? Feedback drives professional growth, reinforces positive behaviors, and corrects deviations before they become structural issues. Without it, we miss out on real-time learning, hinder a culture of continuous improvement, and weaken the sense of belonging.

In my view, feedback operates across multiple dimensions, which determine when it becomes most powerful:

Type of feedback Defines the nature of the message: recognition, corrective, developmental (coaching), 360°, or feedforward.

Feedback technique The structure or method used to deliver it: Sandwich, DESC, SBI, feedforward, conversational coaching…

Moment of use Each phase of the employee lifecycle (recruitment, onboarding, role evolution, performance, development, career planning, offboarding) demands specific types and techniques, depending on the employee’s context.

Likelihood of use Assesses how feasible it is for a manager to apply a type or technique based on effectiveness, simplicity, and fit with daily routines.

I asked AI to analyze the feedback types, techniques, lifecycle phases, and current usage trends among managers. The conclusion confirms what many of us already suspect.

Embedding feedback into everyday life isn’t an add-on—it’s the lever that transforms teams and leadership. After cross-referencing types, methods, lifecycle phases, and current trends, here are the conclusions every manager should keep in mind:

1. Most Commonly Used

SBI for positive and corrective feedback: a simple structure (Situation–Behavior–Impact) that drives timely reinforcement and adjustment.

Feedforward for the future: forward-focused suggestions that avoid unproductive debates about the past.

Conversational coaching in development plans: powerful questions that spark ownership and initiative.

DESC for precise corrections: a clear protocol (Describe–Express–Suggest–Consequence) to address misalignments without generating resistance.

2. What Each Method is For

Reinforce what works (Positive + SBI): saves time and builds culture.

Correct with clarity (Corrective + DESC): addresses gaps before they become entrenched.

Promote growth (Coaching + Feedforward): fosters personal responsibility and forward-thinking.

Gather multiple perspectives (360°): fuels strategic decisions during annual reviews.

3. When It’s Most Effective

Onboarding and performance reviews: SBI and Sandwich for setting expectations from day one and for formal check-ins.

Career development and planning: feedforward and coaching to craft purpose-driven paths.

Offboarding: 360° feedback to extract key learnings and close cycles with collective intelligence.

The Awkward Question – What Do Managers Really Use?

Theory sounds great… but what do managers actually use? While a wide range of techniques is available, in practice, they fall back on a few simple, familiar tools. Innovative methods are often reserved for formal programs or one-off initiatives.

Most common form: spontaneous praise (“Nice job on that presentation”) or direct correction (“Next time, include more data”). Quick, informal, and accounts for around 50% of 1:1 feedback interactions.

Sandwich technique (positive–improvement–positive) remains the go-to for negative feedback, even if it's not the most effective. Its popularity persists because it softens impact and reduces resistance.

SBI pops up in HR teams and managers seeking specificity and alignment with expected behaviors.

Most effective, least used? Feedforward (Marshall Goldsmith) and conversational coaching. Both have strong developmental impact but require time and training—resources many managers lack in the daily grind.

Quick Conclusions:

Most used: praise/direct correction, Sandwich, and SBI—fast and cognitively low-cost.

Use cases: recognize informally, course-correct quickly, add clarity when needed.

The true challenge: shift from “occasional feedback” to a continuous habit. Mastering advanced techniques is irrelevant if they’re only used sparingly. Consistency and simplicity are key.

So… What Can We Do?

To build a feedback culture where everyone engages naturally, both talent and the organization must act in sync. And yes—it takes time and consistent modeling. Here are the key levers:

Lead by example Senior leaders and middle managers must give feedback—both privately and publicly—with visibility. Their commitment is what normalizes the practice.

Training in techniques and language Teach everyone to focus on behaviors (not personalities), using respectful and clear language. Protocols like SBI and DESC can standardize practice and prevent misunderstandings.

Daily integration Embed feedback into: – Weekly team meetings (1-minute wins). – Project debriefs (what worked/what could improve). – Planning sessions (feedforward for the next cycle).

Psychological safety Create an environment where speaking up doesn’t carry negative consequences. Trust helps feedback flow and deepens engagement.

Support tools Provide templates or platforms that guide the format (e.g., Situation–Behavior–Impact) to streamline documentation and follow-up.

Recognition and reinforcement Publicly spotlight strong feedback practices. Reward teams or individuals who use feedback constructively—it has a contagious effect.

Measurement and tracking Define KPIs such as “feedback frequency” and “perceived quality” (via internal surveys). Review quarterly and adjust accordingly.

Recommendations for Managers:

Adopt micro-feedback: short, frequent comments (check-ins, end-of-meeting remarks) keep the practice alive.

Keep it brief and actionable: focus on the next step.

Be consistent: make feedback a daily ritual that aligns expectations and strengthens resilience.

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