Feedback Program
for Teams

Animation Artist: Christina Kingma

Establish a team culture of openness and continuous learning

  • Do people on your team avoid giving constructive feedback because it might be taken personally? 
  • Is there not enough positive feedback going around?
  • Could your people perform better, faster, if they would welcome feedback from others?
  • Is non-performance addressed in a timely and constructive fashion?
  • Could more skilled feedback techniques improve the communication within your team?

As a team leader, you can build a work environment where:

  • Feedback is given without judgment, and taken as helpful information
  • Feedback is exchanged continuously, in all directions
  • People ask for and welcome feedback, and use it to improve their own performance
  • People develop more quickly, because they know what to keep doing, and what to change

Teams that support high quality, two-way feedback are significantly more productive than those that do not. How is your team doing? What benefits would you have if your team was better at giving and receiving feedback?

Worth a chat? Contact us.

Click here to see the Course Program Time Line


Research connects open feedback exchange with productivity

The Gallup Organization found that companies where employees answered positively to the following questions were more productive as business units, retained more employees per year and satisfied more customers.

Q:  In the last seven days, have I received recognition or praise for doing good work? Have I given any?


Case Studies

Case 1:  The 20-person strong legal team of a large financial institution was experiencing low productivity. Misunderstandings and gossip were rampant, and attrition rates were high. We worked with them over a three-month period, diving right to the core of the challenge. By the end of their 'Feedback Program for Teams' experience, team members had learned how to exchange both positive and constructive feedback in an open and non-judgmental way. Issues began to be raised directly with the colleague concerned, instead of with others. Six months later the team leader reported a significant improvement in the way people communicated with each other, through the development of a common language and way of interacting. Productivity, attrition and job satisfaction increased significantly.

Case 2:  A team of psychologists wanted to sharpen their way of working together. While communication was diplomatic and to the point, something was missing. They opted for the 'Feedback Program for Teams' experience, and concluded that the experiential part of the program, (where feedback is multi-layered, continuous and moving in all directions), was probably where the true learning took place. The 'homework' of exchanging more feedback on work challenges between modules brought them closer, and the new level of openness contributed significantly to productivity.

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