Performance Management Special Edition - Feedback that Fuels Growth – How to Give and Receive It Well

In this episode of In the Know at Genus, we explore how feedback — when done right — can be a powerful tool for growth, not just a performance formality. Whether you're giving it or receiving it, feedback is about building trust, boosting performance, and unlocking potential. Join us as we share practical tips, real-life examples, and a fresh perspective on how to make feedback meaningful, constructive, and part of everyday culture at Genus. 

Transcript

Welcome back to In the Know at Genus!  You’ve made it to episode two in our performance conversation series — and this one is a big one. We’re diving into a topic that’s both incredibly powerful… and sometimes a bit uncomfortable: feedback.  

Now, let’s just say it — feedback has a bit of a reputation. It can feel awkward. It can feel formal. It can even feel like something to avoid unless something’s gone terribly wrong.  

But let’s turn that thinking on its head. Because when it’s done right, feedback isn’t something to fear — it’s something to welcome. In fact, it’s one of the most powerful tools we have for learning, growing, and building better teams.  

So, why do we struggle with it?  

Maybe you’ve been on the receiving end of feedback that was vague — “You could be more proactive” — and you thought, “Okay, but what does that mean?”  
Or maybe you’ve had to give feedback and worried about how it would land, so you softened it so much it became meaningless.  
Or maybe you’ve never had regular feedback at all, and the only time it shows up is during your annual review.  

Here’s the thing: feedback doesn’t need to be formal, dramatic, or uncomfortable. It just needs to be clear, respectful, and — most importantly — a conversation.  

Let’s break that down:  
First, be clear. Vague feedback helps no one. Instead of “You’re doing fine,” try something specific like, “You handled that query efficiently and calmly — it really set the tone for the rest of the shift.”  
Second, be respectful. The way you say something is just as important as what you’re saying. Feedback is about growth, not criticism.  
And third — and this is where the magic happens — make it a two-way conversation. That’s where real trust and learning begin.  

To bring this to life, let’s walk through a situation many of us experience around performance time — a year-end conversation between a manager and a team member. The aim here isn’t just to give a rating or tick a box. It’s to have an honest, two-way conversation about what went well, what could improve, and what’s next.  

So, imagine this exchange between Sophie, a manager, and James, a team member, as they sit down to reflect on James’s year.  

  

Sophie (Manager):  
Hey James, thanks for taking the time today. This is our chance to take a step back and look at how the year’s gone for you — your achievements, the challenges, and areas for growth. How are you feeling about the conversation?  

James (Team Member):  
Yeah, I’m looking forward to it. It’s been a busy year, and it’ll be good to reflect on everything.  

Sophie:  
Definitely. So first, I want to say well done on how you’ve approached the year. One thing that really stood out was your consistency in supporting the wider team — especially during that period when we were short-staffed. You made sure communication stayed strong and helped keep everyone grounded.  

James:  
Thanks, I did try to keep things running smoothly. I know it was a bit of a scramble at times.  

Sophie:  
It really made a difference. I also want to acknowledge how much progress you made in managing cross-team tasks. That flexibility didn’t go unnoticed.  

That said, there’s one area I think we can work on going into next year — and that’s around ownership of deadlines. There were a few times, particularly in Q2, where final deliverables came in a little later than planned, which caused a bit of a knock-on effect for others.  

James:  
Yeah, I know. Looking back, I think I underestimated how long some of those tasks would take. I didn’t always build in time for last-minute changes or team input.  

Sophie:  
That’s understandable — and quite common. One idea we could try next year is mapping out clearer timelines up front, with earlier draft reviews. That way you’re not left with everything falling on the last day.  

James:  
I like that. It would take the pressure off at the end and give others a chance to feed in earlier too.  

Sophie:  
Great — let’s give that a go. And while we’re here, I’d love to hear from you as well. Is there anything you think I could be doing differently to support your development?  

James:  
Thanks for asking. I think earlier in the year I wasn’t always sure where I stood on some of the longer-term goals. The day-to-day stuff was clear, but the bigger picture felt a bit fuzzy. It helped when we did that check-in mid-year, maybe we could build that in earlier next time?  

Sophie:  
That’s useful to hear, I completely agree. I’ll make sure we schedule a proper check-in earlier in the cycle next year so we can align on the bigger goals from the start.  

  

That’s a strong performance conversation. It’s not just about past performance, it’s about building trust, sharing honest insights, and setting each other up for success in the next chapter. Notice how it’s not one-sided. Both manager and employee walk away with something valuable, and that’s what makes the difference.  

Let’s move beyond ratings and systems and use these conversations to really invest in people’s growth. At Genus, we know that how we show up in these moments helps shape the culture we’re all part of.  

In the next episode, we’ll talk about how to close the year strong, confirming performance outcomes, aligning expectations, and setting the tone for the year ahead. See you then.