Meaningful Feedback Reduces Employee Quitting

Cathie Leimbach • July 4, 2023

Everyone wants to feel valued and respected.  Feeling successful at something in their lives increases their self-esteem, self-confidence, and happiness.  When they feel successful at work, they are more likely to be productive and less likely to be looking for work elsewhere.


Their manager's leadership practices are the number one factor in an employee's workplace experience.  Regular feedback has a huge impact on an employee's feeling of workplace success, yet, leaders often give their employees too little helpful feedback. When we rarely catch our team members doing things right and acknowledge their positive contributions, they aren’t sure if they are meeting expectations. And, when we don’t let them know what we wish them to do differently, how are they to realize improvement is required?


Even when leaders provide feedback, they may not be encouraging them to repeat positive behaviors and to work towards improving their performance in weaker areas. Managers may tell employees they did a good job assisting customer Jones but if the feedback isn’t specific the employee doesn’t know which aspects of their customer interaction should be repeated and may not realize the positive impact of quality customer service. On the other hand, when employees don’t meet expectations, if they don’t realize there is a need for improvement and don’t ‘hear’ and internalize ways to improve, they likely won’t become reliable high performers.  They may quit their job, continue to underperform because they don't know any better, or come to work but do as little as possible.  When managers fail to affirm good work or to address need for improvement they are setting the company up for a poor bottom line. 


When providing feedback, keep in mind that people are seven times as likely to remember something they say than something they just heard. Also, we have to hear, see, or say information several times before we will act on it. Therefore, when leaders and their employees have two-way conversations about the team member’s performance, good performance gets repeated and areas that need improvement get addressed.


Let’s explore what meaninful feedback looks like. Positive feedback has the most impact when it is shared in a live conversation. In-person is ideal with a video call or phone call being next best. The leader’s tone and body language tell the employee if their manager is simply going through the motions of showing appreciation or if the thank you is authentic. Only heart-felt thanks spurs an employee to make a habit of doing quality work. The most effective positive feedback is expressed promptly after the good work is noticed, names the specific behavior that is appreciated, and shares the impact of the employee’s action on the company or other people.


Highly effective corrective action involves two-way collaborative conversation. The manager briefly and calmly states the action or behavior that failed to meet expectations. Then he asks the employee questions to encourage self-realization about what caused the unfavorable situation and the impact this has on the people involved and on the organization. The employee is asked to suggest ways to correct the situation and is provided the support needed to improve performance. When the manager and the employee develop corrective action plans together the employee has a better understanding of what is expected and is usually more motivated to address the challenge at hand.


When employees feel that their good performance is valued and receive support to overcome their challenges, they become more engaged, increasing their satisfaction and the company’s success. Conversational feedback is the foundation of win/win/win workplace experiences, increasing employee retention, customer satisfaction, and company results. 


What can you do this month to develop your meaningful feedback skills?  Register for - and attend - our free 45-minute webinar “3 Tips to Reduce Employee Quitting”.   

Feedback Isn't a Download. It's a Dialogue.

By Cathie Leimbach • July 14, 2026
Most leaders know they should give feedback. Yet many avoid it. Not because they don't care, but because they worry they'll discourage someone, create conflict, or say the wrong thing. Unfortunately, when feedback is delayed, vague, or avoided, employees don't feel supported—they feel uncertain. Research highlighted in a recent McKinsey Quarterly article found that employees who receive regular, specific feedback are significantly more engaged than those who don't. The problem isn't that employees dislike feedback. They dislike feedback that feels judgmental, unclear, or disconnected from their growth. The strongest leaders understand something important: Feedback isn't a download. It's a dialogue. When leaders approach feedback as an employee development conversation rather than a list of mistakes, people become more open to hearing hard truths and more motivated to improve. Effective feedback communicates two powerful messages at the same time: I respect you. I believe you can grow. That combination changes everything. The best leaders don't simply evaluate past performance; they help employees see future potential. Rather than focusing only on what went wrong, they provide feedforward —guidance on what someone can do to become even more successful. High-performing organizations understand a simple truth: Improvement requires input. The question for leaders isn't whether to give feedback. It's whether our feedback leaves people feeling smaller—or stronger. Feedback doesn't change people. Better conversations do. Download our one-page guide: 5 Practices That Turn Feedback Into Growth Learn five practical ways to make every feedback conversation more productive, more encouraging, and more likely to inspire lasting growth. Conversation is where leadership happens

Performance Conversations: Clarity Is Kindness

By Cathie Leimbach • July 7, 2026
Most leaders want better performance. They want employees who take ownership, meet expectations, solve problems, and continue growing. Yet many leaders seldom initiate performance conversations – and when they do, it doesn’t go well. Leaders often hesitate because they fear discouraging people. Employees, meanwhile, don't know if they are missing the target. This can be costly. Research highlighted in McKinsey's Courageous Conversations article found that organizations with strong performance practices are four times more likely to outperform their peers. Yet fewer than one-third of employees believe performance reviews actually help them improve. The problem is not just a lack of performance conversations. It's a lack of clarity. The article points to a simple but powerful distinction: separate the hardware of performance from the software of performance. The hardware includes facts, goals, KPIs, commitments, timelines, and standards. The software includes tone, timing, relationships, empathy, and intent. When leaders clearly explain the facts while delivering them with care and respect, employees become more receptive to improvement. Strong leaders don't judge people—they diagnose work.  They focus on behaviors, actions, and results rather than character. They clarify expectations, provide coaching, and create frequent opportunities for alignment. In high-performing cultures, clarity isn't viewed as criticism. It is viewed as support. As the article notes, "Clarity is a kindness, and ambiguity is a burden." Employees deserve to know where they stand, what success looks like, and how to improve. When leaders provide that clarity with dignity and respect, performance conversations become growth conversations. And growth is where better results begin. Download the Performance Conversations: Hardware & Software Checklist for Leaders and learn how to have everyday performance discussions that include opportunities for growth, accountability, and stronger results.