Handling the WORST CASE SCENARIOS when giving feedback

Ever notice how we spend more time worrying about what could go wrong with feedback than actually giving it? As someone who's worked with thousands of managers, I've heard every feedback fear imaginable. But here's the truth bomb I dropped in this week's Managing Made Simple podcast: avoiding feedback is far more dangerous than giving it.

?? Listen to the episode on Apple or Spotify

Let me share a personal story that might feel familiar... ??

Years ago, I had a team member consistently missing deadlines. During a team meeting, I finally addressed it: "I'm getting nervous about this project since we've missed the last few deadlines. Can you have an update by end of week?"

Her response? "How dare you speak to me that way. I'm going to HR."

Talk about a plot twist! ??

But here's what I learned (and what you need to know):

?? Key Truth #1

HR Threats Are Often Empty When you're giving appropriate, professional feedback about performance, HR involvement typically leads nowhere. Why? Because holding people accountable isn't an HR violation - it's good leadership.

?? Key Truth #2

"I Quit" Threats Can Be Clarifying If someone threatens to quit over reasonable feedback, they're telling you something important about their fit for your team. High-performers want feedback. They crave it. Someone who can't handle accountability might be doing you a favor by self-selecting out.

?? Key Truth #3

Defensive Responses Are Normal When someone gets defensive, remember: it's not about you. Give them space to process. Try: "I can feel tensions rising. Let's revisit this tomorrow when we've both had time to reflect."

The Hidden Cost of Feedback Avoidance ??

Every time you hold back necessary feedback, you're:

• Sending your top performers the message that mediocrity is acceptable
• Robbing team members of growth opportunities
• Degrading team performance, bit by bit

Your Challenge This Week ??

Identify your biggest feedback fear. Is it the defensive response? The HR threat? The resignation risk? Name it, then ask yourself: what's the bigger risk - giving this feedback or holding it back?

Remember: your role as a leader isn't to avoid difficult conversations. It's to have them with clarity, compassion, and conviction.

Want to dive deeper into mastering feedback conversations?

?? Listen to the full episode on Apple or Spotify

?? Send me a DM to learn about bringing my Manager Essentials Program to your team

?? Grab a copy of The New Manager Playbook

Your turn: What's your most challenging feedback experience? Share in the comments below - let's learn from each other!