If Your Feedback Comes Late, Don’t Call It “Feedback”

A few days ago, during a candid conversation with one of my team members, I was confronted with the remark, “Your comment was unfair.” This moment took me back to a project I had recently led, and it prompted me to reflect deeply on the nature of feedback within teams.

The Context

Several weeks prior to that conversation, I had formed a sub-team with the responsibility of drafting a plan for an internal project. After much collaboration, they presented the plan, and I approved it. However, as time passed, I failed to engage directly with the project. When I did check in, I noticed some delays and, rather than seeking clarity, I jumped to conclusions based on my assumptions.

In hindsight, I realized that my frustrations were misplaced; the answers I sought were already documented in the approved plan. My oversight led to an unfair critique, highlighting the pitfalls of providing feedback that lacks context and timeliness.

Frustration and Reflection

The frustration of being called out for something that had previously been discussed and agreed upon is more common than one might think. It stems from a lack of ongoing communication and engagement. When feedback is delayed or shallow, it can lead to misunderstandings and a breakdown in trust between team members and leadership.

Potential Pitfalls of Late Feedback

1. Assumptions Over Understanding: When feedback is not timely, leaders may rely on assumptions rather than facts, leading to misguided critiques.

2. Demotivation: Late feedback can demotivate teams, as they may feel that their hard work is unrecognized or undervalued.

3. Missed Opportunities for Improvement: Feedback is most effective when it happens in real-time. Delays can prevent teams from making necessary adjustments while they are still fresh on the project.

Engaging with the Team

One of the comments from my team member struck a chord: “Did you coach or guide, or did you just stamp it?” This pointed question made me realize that empowering my team does not solely mean delegating tasks; it also involves engaging with them throughout the process.

Constructive Engagement Strategies

• Regular Check-Ins: Instead of waiting until the project is complete, schedule regular check-ins to discuss progress, challenges, and any needed adjustments. This creates a space for ongoing dialogue.

• Focused Feedback Sessions: Provide feedback incrementally. This allows the team to adjust and pivot before the project reaches its final stages.

• Encourage Self-Reflection: Foster an environment where team members feel comfortable sharing their thoughts and reflections on the project and the feedback process itself.

A Lesson in Self-Reflection

This experience prompted me to dig deeper into my leadership style. Feedback should be a tool for growth, not a weapon for criticism. It’s vital to consider not only what is said but also when and how it is communicated.

Final Thoughts

Late feedback is better than no feedback, but it is not a substitute for timely, constructive communication. As leaders, we must strive for a balance between empowering our teams and maintaining our engagement in their projects.

Feedback should be a continuous loop of learning and improvement rather than a sporadic event. The next time you find yourself in a position to give feedback, ask yourself: Is my feedback timely? Is it constructive? Am I engaged enough to understand the full context?

By fostering this mindset, we can create an environment where everyone feels valued and motivated to contribute their best work.

For a deeper dive into this topic and to share your thoughts, check out my full reflections here.

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