Here's how you can cultivate a positive work culture through feedback.

Communication is the key for any relationship to be healthy and cohesive; the same rule applies to the workplaces. A culture of transparency, in policies and practices and an environment of openness where people are able to express themselves without a fear of "not being listened" or "tagged as anti-management". In general every employee comes to his/her workplace to work, to contribute. The Role and expectation should be clearly spelt and periodic constructive feedback should be ensured.

Cultivating a positive work culture through feedback involves regularly providing a balance of positive recognition for strong performance and constructive suggestions for improvement in a thoughtful, specific manner. Encouraging open, transparent feedback at all levels - from managers to peers to direct reports - fosters trust, accountability and a collaborative team mindset. Embedding feedback into the fabric of the organization through regular check-ins, training for managers, and tracking progress helps create an environment where employees feel valued, motivated to grow, and empowered to contribute to the company's success.

Um cultura positiva no trabalho n?o se constrói (e refor?a) só através do feedback positivo. Atrás disso há, cuidar das pessoas, acomodá-las bem na cultura, nas tarefas e desígnios da organiza??o; lideran?as bem preparadas e conscientes dos seus papeis; partilha; acolhimento do erro estímulo à inova??o e criatividade,... etc. Dar e receber feedback positivo e construtivo ajuda, mas n?o é suficiente para ter culturas fortes.

Building a culture of feedback starts with creating an environment where communication flows freely. Establish open-door policies and encourage team members to express their thoughts and ideas without fear of judgment. Emphasize that feedback is a two-way street and everyone’s perspective is valued.

If you intend to establish a positive work culture using feedback then it is essential to first structure your feedback mechanism that exhibits positivity and not criticism. The feedback should exhibit positivity in words, your body language and also the way you measure. For e.g. instead of measuring the value / percentage of miss, start by showcasing the achievement and the approaches that can help the individual achieve the gap.

Ter metas e métricas do seu produto disponível para todos do seu time, pode ajudar a indicar aonde as pessoas devem empregar mais energia. Dessa forma um feedback, vai sempre estar atrelado ao uma melhoria com objetivo de evolu??o do time ou do produto. Todos os objetivos tornam-se claros e impessoais. Uma excelente forma de incentivar a reflex?o antes de um feedback é pedir para que o colega indique algumas das suas atividades que contribuíram para aquela determinada métrica, podendo tornar uma forma de reconhecimento público ou destaque de comportamentos esperados pela empresa.

Feedback without having set expectations first is of no use. Your team members must understand your expectations first so as to deliver in line with those expectations. Feedback has to be clear, concise, and useful to the receiver. It should help them be better.

Realizar um feedback requer prepara??o para ser assertivo, ter um roteiro sobre o tema que será abordado com dados e fatos e crucial. O feedback n?o é pessoal é sobre um oportunidade de melhoria no processo e ou uma corre??o de comportamento. Evitar compara??es, express?es como " me contaram que você fez", trazer comportamentos já corrigidos. O feedback é uma corre??o de rota, elaborar uma estratégia para alcan?ar um objetivo, nunca ser de ordem pessoal.

I would say the best way to start on discussion on expectations would be to write down the goals/KRA that the team is expected to achieve and then let each individual voice out their opinion on their achievements and shortcomings. This also helps them analyse incase they are deviating from actual mission and vision of the team as a whole

The Timeliness & Frequency is very important. This is dependent that on which the feedback is given . The competence level & purpose would decide the feedback . Frequent feedback is aimed towards building the skills , faded feedback is provided initially with higher frequency and as competence is developed ,the frequency fades , the Summary feedback is provided when the receiver has higher competence and motivated to contribute at higher level.

Feedback is for improvement and not to discourage an individual. Hence it's very important how the feedback is given. It's important for an individual to look at the feedback as a growth tool and an opportunity to venture into new things which can add value to his/her career and self.

One thing I found helpful is timely appreciation. Humans likes to be appreciated. Appreciation, growth and development brings loyalty of the employee. Each human being is unique in itself. But in the same line, one needs to be tactful. Too much of anything has an opposite impact.

While it is good to try and articulate the feedback in a positive manner, sometimes individuals don't take the feedbacks seriously. I think this may vary person to person

Actually so many Bad Line mangers are around who have grown in the ladder out of their academic profile or functional competence and have not been trained on Leadership areas by design. Such Line Managers create bad experiences for others . Many lines managers take the cover of their good intentions but they do not realize that intentions do not generate feeling and impact . It is the action that generates the feeling and impact . They need to control thief actions while giving the feedback .

Construa um feedback disponibilizando recursos para que seu liderado se desenvolva. Incentive que o liderado te apresente sugest?es de como o objeto discutido pode ser realizado. Sugest?o e verificar quais passos que seu liderado poderia se desenvolver em futura carreira. Verifique com liderado quais s?o seus planos para desenvolvimento, este momento torna o feedback uma grande ferramenta de conex?o e motiva??o.

Feedback is a Great Mechanism for Development. Good Leaders master this capability to add value to their team members. They earn respect & credibility amongst the direct reports as they experience the behavioral changes and positive impact in their performance and team relationships etc. Such line managers are considered as Leaders and even they leave the organization remembered and followed . Ability to give feedback by Leaders build the Trust & great team .

Progress is a strong motivator in any environment and it can come in many forms. When success is recognized, it sends a message to the recipient that there is progress. The development of an employee's skills and knowledge also sends a similar message. Giving autonomy and delegating responsibility sends a message of trust and signifies progress as well.

Constructive feedback is one of the best forms of support a leader can offer to their team members. It's not enough for a leader to simply tell someone what to improve; they must also provide resources and guidance for success. Beyond training sessions and mentorship programs, a leader's willingness to engage in one-on-one sessions greatly helps individuals perform at their best. Leaders who support their team members enable them to take feedback constructively and use it to enhance their performance. Such supportive environments foster growth, encourage open communication, and build trust, ensuring feedback is seen as a tool for development rather than criticism.

El líder inmediato debe acompa?ar estos procesos de mejora de rendimiento continuo, cuya supervisión se adecuaría progresivamente mientras vemos mejoras en los resultados positivos en la performance de nuestro personal.

Feedback is a Great Mechanism for Development. Good Leaders master this capability to add value to their team members. They earn respect & credibility amongst the direct reports as they experience the behavioral changes and positive impact in their performance and team relationships etc. Such line managers are considered as Leaders and even they leave the organization remembered and followed . Ability to give feedback by Leaders build the Trust & great team .

Uma sugest?o a lideran?a é, no momento que as metas e métricas estiverem sendo analisadas, exaltar o quanto determinadas atividades contribuíram para o atingimento. Quando possível reconhecer nominalmente a pessoa envolvida, mas caso n?o seja, as pessoas envolvidas nas atividades saber?o o quanto seu trabalho tem impacto positivo para a evolu??o do produto.

Keep the balance. Maintaining a balance is critical in fostering an organizational culture that thrives on employee feedback. A middle ground must be found where the feedback is neither too much nor too little. This balance ensures that employees feel comfortable and encouraged to share their thoughts. Also, employees should not be pressured by constant requests for feedback. Company managers must be adept at striking this balance and ensure that feedback sessions are constructive and growth-focused.

Every day is a learning and this never stops. Continuously evaluating oneself and where we stand is very important. No one is perfect and though we might be the best at many things I would say that seeing the best in others and picking 1 good habit from other individuals and inculcating that in our personal life is very important

One of the main goals that HR managers should make is to create a healthy and strong feedback culture in the workplace. Creating a positive environment in the workplace promotes employee growth, which in turn encourages higher performance. If the culture of negative feedback and excessive competition in the work environment can stop the growth of individual employees, which ultimately causes a high turnover rate and... "Feedback culture" is one of the best ways to increase employee morale and create a more positive and happy work environment.