Spot It.
Performance conversations happen once a year, if at all. Small problems go unmentioned until they turn into big ones. Good work goes unnoticed. Employees aren't sure where they stand, and managers quietly avoid the hard conversations because they don't know how to start them.
Sight It.
Feedback feels uncomfortable, so it gets put off. Managers may never have been taught how to give it well. There is no regular rhythm for talking about performance, so every conversation feels like a big event. And the culture may treat feedback as criticism rather than as help, which makes everyone a little defensive.
Solve It.
Make feedback normal and frequent:
- Set up regular one-on-one meetings between each manager and each team member.
- Use a simple structure: what is going well, what could improve and what support is needed.
- Give specific feedback soon after something happens, good or bad.
- Train managers in how to have direct, respectful conversations.
- Ask employees for feedback on how you and their managers are doing.
When feedback is frequent, it becomes a normal part of work instead of something to dread.
Fixed it yourself? Great. Want help making it stick? Talk to a Troubleshooter.