Creating a Feedback Driven Workplace - Lessons and Practices

I’m currently reading Radical Candor by Kim Scott, which shares an approach to feedback based on two elements: honesty and compassion. In Scott’s model, these elements are represented on a two-axis grid—honesty on the x-axis and compassion on the y-axis.

When feedback balances honesty with compassion, it falls into the quadrant known as Radical Candor, which enables direct but supportive communication. However, when honesty or compassion is missing, feedback falls into one of three other quadrants: Obnoxious Aggression, Ruinous Empathy, or Manipulative Insincerity. Here’s how each quadrant works:

• Radical Candor: High honesty, high compassion. Feedback is clear and constructive.
• Obnoxious Aggression: High honesty, low compassion. Feedback is blunt, often without regard for the recipient’s feelings.
• Ruinous Empathy: High compassion, low honesty. Here, feedback is avoided to spare feelings, limiting improvement.
• Manipulative Insincerity: Low honesty, low compassion. Feedback is insincere or absent, which affects trust.

This model provides a useful framework for understanding feedback dynamics and recognising our natural tendencies in giving and receiving feedback.

Building a Feedback-Driven Culture in Our Firm

Feedback is a part of our Firm’s culture (I’d like to believe that). But for it to be meaningful, feedback must be built on a foundation of trust and openness. In a top-down approach (manager to reportee), feedback can still function in a structured way, with leaders actively encouraging it. However, for a bottom-up approach (reportee to manager) to be effective, feedback must go hand-in-hand with the right culture.

Without a culture that encourages open communication, team members may feel hesitant or fearful of giving honest feedback. People need to feel supported, knowing their input is valued and that they won’t face negative consequences for sharing their thoughts. It’s this sense of trust and respect that allows feedback to truly benefit the organisation and contribute to growth.

To nurture this environment, our firm has adopted several practices:

Quarterly Check-Ins

We conduct quarterly check-ins where managers and team members discuss goals, challenges, and “nonlinear” topics—those outside of daily tasks. These conversations encourage open communication, making team members feel valued and heard.

Anonymous Feedback Mechanism

Our virtual suggestion box allows team members to give feedback anonymously. This system has given us valuable insights and keeps leadership in touch with team concerns. We communicate outcomes openly, even if some suggestions don’t align with the firm’s direction. Each input is appreciated, and by explaining the reasoning behind decisions, we reinforce a transparent and inclusive approach.

Structured Training Feedback

Training sessions are core to our development. Every Saturday, we hold sessions and now formally collect feedback on topics, trainer effectiveness, and learning outcomes. This structured system allows us to adjust our program to meet team needs more effectively.

These initiatives help build a culture where feedback flows freely and everyone’s voice is respected.

Feedback as a Two-Way Responsibility

I believe that feedback is a two-way responsibility. It’s not just about leaders providing feedback to team members; team members should also feel empowered to give honest feedback to leadership. This mutual exchange is essential.

Often, leaders may hesitate to give honest feedback due to empathy, while team members may hold back due to fear or indifference. Both approaches can prevent constructive feedback from reaching where it’s needed most. When feedback flows in both directions, it creates a balanced environment where everyone can work towards improvement.

Leaders should encourage an environment where team members feel comfortable sharing feedback. Similarly, team members should engage with a mindset open to sharing insights with their leaders. This shared commitment builds a workplace where feedback contributes to everyone’s growth.

Concluding Thoughts

Building a culture of feedback requires continuous effort and openness. Balancing honesty with compassion allows feedback to drive genuine growth. At our Firm, we work to create an environment where feedback is welcomed, valued, and openly discussed. Our goal is to build a workplace where everyone feels heard and can contribute meaningfully.

Feedback is more than a formal process; it’s a way for us all to learn, improve, and work together. When everyone commits to giving and receiving feedback, we build a stronger organisation, one conversation at a time.