By Tim Huff
President & CEO, TLG
It’s mid-year review season again! It’s that time of year when calendars fill up with performance check-ins and leaders across the organization gear up to give feedback. And while feedback is often considered one of the most powerful leadership tools, it’s also one of the most frequently misunderstood.
While mid-year reviews are a great time to check in on annual goals and progress, feedback shouldn’t be limited to these formal reviews or only reserved for tough conversations. Done well, it’s an everyday act of leadership… a simple, focused way to help others grow, realign, and thrive. But when it’s handled poorly, feedback can damage trust, confuse employees, or shut down growth altogether.
So let’s call it out. Here are Seven Sins of Feedback and how you can avoid them during this critical mid-year moment (and beyond):
1. Vagueness
“You need to be more respectful in meetings.” That might sound like constructive feedback, but it’s far too vague to act on. What exactly was disrespectful? Was it tone? Interrupting? Body language? Vague criticism feels like a character judgment, and it often leads to defensiveness or confusion.
Instead: Be specific. Focus on observable behaviors and outcomes.
Example: “In yesterday’s meeting, I noticed you interrupted Sarah a few times while she was explaining her idea. That can come across as dismissive, especially when it happens repeatedly.”
Now the feedback is clear, behavioral, and gives the person something they can address.
2. Delay
Feedback given weeks after the fact, even if you remember the specifics of the event, loses its impact. It also sends the message that feedback only happens at performance reviews, not as part of day-to-day leadership.
Instead: Make feedback timely and part of your regular rhythm.
Example: Right after a team presentation, say: “You had a great flow in today’s update, especially the way you visualized the data in slide three. It made the insights much easier to digest.”
The closer to the moment, the more useful and authentic it feels.
3. Dramatizing It
Too many leaders treat feedback like a high-stakes intervention. While proper preparation is a great practice to employ, sometimes leaders overthink every word, delay the conversation, and open with a heavy intro, like ‘We need to talk,’ triggering unnecessary anxiety.
Instead: Normalize feedback. Treat it like brushing your teeth… regular, healthy, and no big deal.
Example: After a meeting, you casually say: “Hey, one quick suggestion… next time, try pausing a bit more after you ask a question. It’ll give folks more space to jump in.”
No drama. Just clear, constructive guidance.
4. Imbalance
Some leaders give only praise, while others lean too heavily on criticism. Either extreme is unproductive. Constant criticism demotivates, and excessive praise without redirection stalls growth.
Instead: Aim for balance. Research supports a 3:1 or even 5:1 ratio of positive to constructive feedback (Center for Creative Leadership, n.d.).
Example: “You handled that client objection really well. Your tone was calm and confident. One tweak to consider next time: try summarizing their concern back before offering a solution. It might help them feel more heard.”
This approach builds on strengths while nudging growth forward.
5. Deflection
“I’d give you a higher rating, but HR says we have to stick to the bell curve.” Sound familiar? Leaders sometimes deflect responsibility by blaming company policy, HR guidelines, or faceless systems. It may seem like a softer landing, but it undercuts your credibility and leaves the employee feeling powerless.
Instead: Own the message. Even if the system has constraints, you can deliver feedback with clarity, honesty, and support.
Example: “I want you to know that I genuinely value your contributions this year, especially the way you’ve stepped up on the client transition. Based on the company’s current rating model, I had to place everyone within a distribution range. While your rating might not reflect all the progress you’ve made, I want to be clear that I see your growth and want to keep investing in it.”
That kind of honesty builds trust and reminds people that your feedback isn’t just about checking a box.
6. Assumption
“You clearly didn’t care about the timeline.” Yikes! Assuming intent instead of describing behavior quickly puts people on the defensive. Feedback is about helping people grow, not accusing them.
Instead: Stick to observable facts and invite dialogue.
Example: “I noticed the draft was submitted two days after the deadline, and there wasn’t any heads-up. Can you walk me through what happened?”
This opens the door to conversation and shared problem-solving.
7. The Feedback Sandwich
Praise → Criticism → Praise. It sounds diplomatic… but most people see through it. When used predictably, it can come across as inauthentic, dilute the real message, and create confusion and frustration.
Instead: Be clear and kind. Candid doesn’t have to be cold.
Example: “To be honest, your presentation this morning didn’t land. The data wasn’t organized clearly, and it lost the audience. Let’s work together on sharpening your structure for next time; I know you’re capable of more.”
Direct feedback, delivered with belief in the person’s potential, builds trust.
Getting Feedback Right
We’ve all been guilty of one or two of these Seven Sins of Feedback. No need for a confession, just a little reflection. You can steer clear of these sins with some basic feedback hygiene. A few things to keep in mind:
- Be timely, specific, and behavior-focused.
- Use simple frameworks like SBI (Situation–Behavior–Impact) to describe what happened and how it affected others.
- Adopt a coaching mindset. Make feedback about growth, not judgment.
Feedback isn’t just a performance tool, it’s a leadership habit. When it’s given well, it strengthens relationships, reinforces culture, and helps everyone perform at their best.
So during this mid-year review season, ask yourself: Am I giving feedback that builds clarity and confidence – or confusion and caution?
Let’s make feedback something people look forward to… not fear!
Thanks,
Tim
Reference:
Center for Creative Leadership. (n.d.). Review time? How to give different types of feedback. https://www.ccl.org/articles/leading-effectively-articles/review-time-how-to-give-different-types-of-feedback/
