Research on high-performing teams shows that feedback drives learning, trust, and performance. Yet workplace studies suggest that only about one in four employees say the feedback they receive actually improves their work. At the same time, employees are three to four times more likely to improve when they receive constructive feedback rather than praise alone.

This session reframes feedback as a two-way capability: giving clear, respectful input is only half the work; the other half is learning to receive feedback openly, without defensiveness or withdrawal.

​

Participants explore why feedback often breaks down, how power and identity shape feedback dynamics, and how leaders can create conditions where feedback is sought, offered, and used.

​

The session offers practical tools for turning everyday interactions into learning moments — strengthening relationships while raising standards.