Giving Effective Feedback - Leadership Program - Mentora Institute

Giving Effective Feedback

Translate the act of feedback into a gift for the recipient and the organization.

The Case for Effective Feedback

As businesses today become increasingly agile and collaborative, it’s imperative for employees to receive course-correcting feedback in a timely manner to do their work effectively.

Fast, frequent, and meaningful feedback benefits organizations in a number of ways:

  • Companies with feedback-friendly cultures have 14.9 percent lower turnover rates.
  • Employees are 3.6 times more likely to report feeling motivated to do outstanding work when they receive daily — and not annual — feedback.
  • Employees who frequently receive strength-based feedback are 12.5 percent more productive. They’re also upto 4 times more engaged than those who do not. Further, teams with higher engagement bring in 21 percent greater profits.
  • Managers who receive feedback on their strengths also show 8.9 percent greater profitability.

Sources: Forbes, Gallup

Best practices research indicated that managers should have ongoing feedback conversations with their employees at least monthly, and if possible, even more frequently. 

60 percent of employees, too, report wanting feedback on a daily or weekly basis, and 68 percent say that ongoing developmental feedback has a positive impact on their performance. 

And yet:

  • Only 28 percent of employees report receiving meaningful feedback at least once a week.
  • Another 28 percent receive feedback a few times a year.  
  • 19 percent of employees receive feedback once a year or less. 
  • Only 26 percent of the feedback employees receive is effective.

4 out of 10 employees who receive little to no feedback are ready to quit their job or are already looking for a new one.

More than 85 percent of managers do not strongly agree that they are effective at giving feedback. 
44 percent of managers say that giving negative feedback is stressful, and 21 percent admit that they avoid the act altogether. 

Sources: McKinsey, PwC, Gallup, Harvard Business Review

Behaviors Learned

  • What success looks like, for a feedback conversation What success looks like, for a feedback conversation
  • open book vector icon. Prepare thoughtfully for a feedback conversation
  • Set the right intention for yourself and the recipient Set the right intention for yourself and the recipient
  • Inquire and learn about the recipient’s context and perspective Inquire and learn about the recipient’s context and perspective
  • Tune into and respond to recipient’s emotional reactions Tune into and respond to recipient’s emotional reactions
  • Choose the right moment for sharing feedback Choose the right moment for sharing feedback
  • Develop a feedback-friendly culture Develop a feedback-friendly culture

Core Ideas

Six Principles of Giving Effective Feedback:

Practice the Growth Mindset

Practice the growth mindset in how you think about the recipient, and help them practice the same for themselves. 

Understand, then Act

People are sensitive to what you think of them and whether they see it as accurate or not. Be careful not to jump to conclusions too soon. 

Make Feedback a Gift

Feedback is a gift for the recipient; a data point that will help them achieve unrealized potential. It is also a gift to the team and organization, to help the recipient serve the common purpose more effectively.

Manage Emotions and Thoughts

A feedback dialogue has the potential to be upsetting to both parties. It is important to stay balanced in your emotions and thoughts, and to do your best to help them stay balanced as well, throughout the conversation.

Coach Them

For feedback to be effective, it needs to extend from the “what” to the “how”. Prepare and guide the recipient on their development journey. 

Build a Feedback-Friendly Culture

When feedback is embedded in an organization’s culture, it makes the process of giving and receiving it easier, less stressful and more effective.


How Top Leaders Were Able to Create a High-Performing Team


The Kraft Heinz Company was looking for a way to upskill and train a new generation of their people managers to help them build and grow key Kraft Heinz leadership capabilities and manager excellence skills. They wanted to do this through multiple cohort-based learning experiences.


Kraft Heinz partnered with Mentora to design a dynamic learning journey on Managing People at Kraft Heinz, with Giving Effective Feedback as a foundational topic. The objectives for the program were three-fold:

  • Identifying strengths and opportunities for personal leadership growth and manager excellence
  • Focusing on skills to help the cohort grow in Kraft Heinz’s five leadership capabilities — act as an owner, lead by example, reach goals through methodology, win for Kraft Heinz, and succeed for the team
  • Building strong relationships with the team, based on a foundation of open communication, effective feedback, and delegation


Mentora designed and delivered a growth journey — based on our unique Inner Mastery, Outer Impact approach — with role-play exercises, reflections, and nudges to help Kraft Heinz’s managers learn how to become better leaders.


This program was run at Kraft Heinz for two consecutive years in the EMEA, North American, LATAM, and APAC regions.

Participant Voices

Because of this program, I have learned how to understand from my direct reports how and when they would like to receive feedback.

Executive | Kraft Heinz

Participant Voices

This program has led to an improved appreciation in me for the importance of connecting with people on a personal level so you can more effectively and constructively deliver meaningful feedback.

Executive | Kraft Heinz

Participant Voices

I’ve learned techniques to create a better and more fluid feedback culture. I’ve also learned how to deliver a message when the other person is reluctant to listen, or doesn’t think that it is important to their improvement. Most importantly, I have learned how to be a coach to my team, and not only a manager.

Executive | Kraft Heinz

Participant Voices

Too often, training material is hard to connect back to real life situations. But in this training, I liked how the material and role-play situations were relatable.

Executive | Kraft Heinz

Participant Voices

The role-playing provided helpful examples of how to have a nuanced conversation about performance. I continue to enjoy learning more management concepts that are relevant to helping me succeed in my role.

Executive | Kraft Heinz

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