The Power of Feedback – Building a Culture of Trust and Growth

Dear Reader,

Feedback is a cornerstone of personal and organisational growth. When done right, it builds trust, fosters development, and strengthens teams. But creating a culture where feedback is both safe and constructive requires intention, empathy, and the right techniques. This week, I’m sharing some personal reflections on giving and receiving feedback—and why it’s essential for all parties involved.

Giving Feedback to Leaders

In my experience, giving feedback to my boss has been overwhelmingly positive. Many leaders, particularly middle managers, crave feedback but rarely receive it. They often feel isolated, caught between their teams and their own higher-ups, who may not observe their day-to-day actions. Offering feedback directly can be risky, but it’s often met with gratitude when done constructively. Instead of venting frustrations through anonymous surveys or gossip, addressing the leader directly if done respectfully is often appreciated.

That said, offering feedback requires skill. Middle managers especially, who are often promoted for expertise but lack leadership training, need constructive input to grow. Supporting your boss’s development can, in turn, support your own growth. After all, leadership roles are often testing grounds for capability, and how teams respond can determine long-term success.

Giving feedback to a leader may feel daunting, but when done thoughtfully, it can strengthen the team and, over time, create a more transparent culture where feedback flows freely in all directions.

Receiving Feedback as an Employee

On the flip side, receiving feedback as an employee can be just as impactful. I still remember the specific times when my bosses acknowledged my work with a simple message or token of appreciation. These small gestures stuck with me and boosted my confidence.

But not all feedback is praise. Some feedback aims to change behaviours that might be hindering our growth. For me, this happened early in my career when I struggled with time management and maintaining an organised workspace. These habits were tied closely to my personality—I tend to thrive in chaotic environments, juggling multiple tasks at once. But my leaders provided me with feedback and strategies to manage my time more effectively and stay organised. It wasn’t easy, and the changes didn’t happen overnight. However, once I understood how my behaviours impacted those around me—frustrating colleagues, missing deadlines—I became more motivated to change. Over time, I improved, and the positive feedback I received along the way reinforced my progress. And I’ve learned how much my habits could shift based on culture and expectations.

The Role of Peer-to-Peer Feedback

Some of the most valuable feedback I’ve received has come from peers—colleagues who pointed out behaviours I was unaware of. These insights, given in a trusting and supportive environment, have sparked moments of growth for me, sometimes with just minor adjustments in my actions.

However, peer-to-peer feedback can be sensitive. It’s important to approach it with care and permission. Rather than unsolicited advice, offer feedback as an opportunity for improvement, something you observed that possibly really can help them —and invite the other person to decide if and when they’re ready to hear it. This fosters a mutual respect that strengthens relationships. A respectful approach can turn simple feedback into a precious gift.

A Framework for Effective Feedback: Nonviolent Communication

One of the most effective methods I’ve found for giving and receiving feedback is through Nonviolent Communication (NVC), a framework developed by Marshall Rosenberg. Here’s how it works in practice:

When expressing yourself, focus on four key elements:

1. Observation: Begin by stating what you’ve observed without judgment. For example, "I’ve noticed that in the last three meetings, you arrived 10 minutes late."
2. Feeling: Share how this behaviour makes you feel. "When this happens, I feel anxious because it affects the meeting’s flow and we lose time."
3. Need: Express what you need in relation to the behaviour. "I need to know that we can start meetings on time so that everyone’s time is respected and the agenda runs smoothly."
4. Wish: State your request and the positive impact it could have. "Would you be willing to aim to arrive five minutes early? I believe it will help the team start more productively, and it would make me feel more relaxed going into our discussions."

The second part, listening empathically, involves:

1. Guessing feelings and needs: Try to understand what the other person is feeling and what they might need in the moment. For example, "I sense you might be feeling overwhelmed with back-to-back meetings. Is that right?"
2. Reflecting back: Summarise what you’ve heard to show you understand. "It sounds like the busy schedule has been challenging, and it's hard to stay on time for all meetings."
3. Giving full presence: Offer the person your undivided attention, free from interruptions or distractions. Stay silent when needed, allowing space for them to share. Your presence is often more powerful than words, giving the person the sense that they’re truly heard.

This approach is not about criticising or forcing someone to change but about opening a conversation that leads to understanding and collaboration. The same technique can be applied to give praise, ensuring that people feel seen and appreciated for their contributions.

Conclusion: Fostering a Feedback Culture

Feedback is one of the most powerful tools for growth, but only when it’s done with care, empathy, and intention. By building a culture where feedback is welcomed and trusted, we can create an environment where everyone can thrive. Whether you’re offering feedback to a leader, receiving it as an employee, or engaging in peer feedback, the goal is the same: to support each other’s growth and success.

Let’s continue to build a culture where feedback isn’t feared but embraced as a chance to grow together.

Best regards,

Anna-Lina Kvarnsmyr

I am a people- and technology-oriented entrepreneur, innovator and start-up developer who passionately wants to contribute to a sustainable, healthy and fun working life, where everyone feels and reaps the benefits of an excellent collaboration. My epiphany and innovations revolve around the untapped power of walking and science-based team development as a habit, in leadership and employee engagement. I am the co-founder and CEO of Go Together AB and the Walking Talking platform.

Happier High Performing Teams

Employee engagement top-down and bottom-up

The Walking Talking platform enhances sustainable high performance within organisations by promoting daily communication, collaboration, and movement. We combine micro-sized training, walking meetings, activity challenges, and workshop guidance to foster ongoing leadership and team development based on trust. This approach also boosts creativity, manages stress, and increases engagement in a fun, social and sustainable way. For more information, visit www.walkingtalking.com .