Better feedback for more equity at work

From a quick “Well done!” to the annual performance review, from a structured project debrief to a post-it note on the fridge, feedback can take many forms and is an integral part of working life. For good reason, because a healthy feedback culture leads to greater transparency, uncovers errors at an early stage and thus conserves resources, and even contributes to employee loyalty and motivation And: good feedback is essential for an inclusive, diverse workplace.

Good feedback uncovers biases and microaggressions

Let's start with the obvious: Even if there is no direct discrimination, unconscious biases and microaggressions are still commonplace in most companies. They are what can make a working environment unpleasant in the long run, especially for marginalized people. Who wants to have to answer intimate questions every day or laugh at the hundredth joke at the expense of their own identity? What if I notice that HR has hired only white people for years or that 90% of the speakers booked for a conference are, once again, male?

Addressing these issues can come with its own problems. Those who are affected themselves may be labeled as too sensitive or accused of playing the “race card”, “gender card” or “disability card”. Anyone who is criticized is quick to respond with “I didn't mean it that way” or “But I have good reasons!”

And this is exactly where feedback comes in: a healthy feedback culture empowers everyone to dare to speak up, makes sure that everyone is heard and that concerns are not brushed aside. This enables an honest and empathetic approach to problems - long before the hundredth “harmless comment” turns into the last straw.

What does feedback have to do with power?

Perhaps a little less obvious, but no less important: feedback can dismantle harmful power structures - or reinforce them. If feedback is only given by managers, but their employees cannot provide their own feedback, then their behavior remains unquestioned, their biases strongly influence workplace culture, and at worst result in authoritarian, intransparent structures. Many companies have now recognized this and rely on bilateral or 360° feedback - but unfortunately these are not a cure-all for power imbalances, but rather face their own stumbling blocks. 

A lack of healthy feedback is poison to equity at work.

Typical stumbling block number one: accountability. Employees have to implement manager feedback, otherwise they will get into trouble at some point. Managers, on the other hand, can take employee feedback to heart - or not. Hardly any companies set consequences for not implementing employee feedback or demand that the reasons why feedback is not or cannot be implemented are shared transparently. This leads to frustration among employees and the feeling that they are not being taken seriously - one of the most common complaints we encounter in relation to work culture.

Social power structures do not stop at the office door

Typical stumbling block number two: different perspectives on hierarchies. We also see this regularly. Managers consider themselves someone you can approach with any concerns and who is always open to feedback. Employees, on the other hand, are afraid to talk to their manager for fear of offending them and possibly even ruining future career chances - because no matter how nice they are, a manager always has power. 

This is doubly true for marginalized employees, as the power imbalance between superiors and employees is compounded by social (and often unconscious) power structures. Here, too, the questions arise: who is taken seriously, who has something to lose, who stands by whom on principle alone? Can the female colleague count on support from her male superior if her male manager made a sexualised comment? Does the heterosexual manager understand why a homophobic comment was not okay? Statistically speaking: probably not.

Of course, these power imbalances are not just limited to managers, but become apparent wherever there are problems and conflicts. The young, physically fit colleague can often resign confidently if he no longer feels comfortable in the workplace, because he will find a new job relatively easily - but what about the older colleague with a disability? Or the colleague whose residence status depends on her job? Who can leave and who has to put up with harassment? Who can afford to give honest feedback and who has to fear the consequences?

Good feedback takes different communication styles into account

Another aspect of feedback and inclusion are different needs when it comes to communication. Whether they’re down to cultural differences, related to neurodivergence or simply a matter of personality, not every type of feedback works for every person. While some people like to state their observations directly and don't understand implicit demands wrapped up in niceties, direct criticism is an absolute no-go for others. Some find it easier to give feedback in writing, others in a personal conversation. For some, an hour-long feedback session is the perfect opportunity to delve deep and gain new insights, while others feel overwhelmed and have already forgotten half of it by the end. If you don't take these different types of communication into account, you lose valuable feedback and leave potential untapped.

Good feedback for more equity at work

Inclusive feedback builds bridges.

To summarize: honest feedback across hierarchies is the basis for an inclusive work culture without hidden discrimination, in which all employees can develop and contribute their full potential. However, feedback also reflects power structures: not everyone can express their honest opinion without fear, while managers frequently don’t face consequences for ignoring feedback. If there are no official feedback structures, not everyone will give their feedback without being asked - and if the structures are too one-sided, some employees will fall by the wayside.

What can companies do to improve their feedback culture? A few things, but these changes take time - the less transparent and hierarchical the existing structures, and the less trust there is in the team, the more time is needed. A good feedback culture is gradually established when everyone regularly experiences that feedback is welcome, taken seriously and valued, especially by managers. 

For this to work, everyone must learn to give and receive good, inclusive feedback. You can use these five basic principles as a guide.

The five basic principles of inclusive feedback

1. Inclusive feedback is given regularly and promptly. If the situations discussed are too far in the past, it is more difficult to recall them - and it is often no longer possible to change anything, either. Also remember to follow up on previous feedback. Has anything changed? Are there still questions?

2. Inclusive feedback is informed, specific and constructive. Formulate specifically what went well or badly and why, but also reflect on where you got your information from (your own observations, hearsay?), what you learned from the situation and which consequences you would like to see.

3. Inclusive feedback takes power structures into account. Question the balance of power between you and the person you are giving feedback to. Can they speak honestly with you without fearing consequences - and if so, do they know that? How do you know that they know? What could make it difficult for you to give each other honest feedback? Try to communicate at eye level as much as possible.

4. Inclusive feedback is given at the appropriate time and space. Avoid giving feedback in passing or in front of the whole team, and instead wait for a quiet moment. The more complex the feedback, the more time you should allow so that everyone involved has a chance to share their perspective.

5. Inclusive feedback takes different needs into account. Ask your team, superiors or colleagues what they need to be able to give, accept and implement feedback well. Try to take these needs into account as far as possible.

Which feedback methods can you use?

You don’t need more than a simple talk between colleagues to put these principles into practice - and of course a quick “Well done!” is always welcome between more in-depth feedback. Still, it can be useful to implement more structured feedback methods to help sort through your thoughts, standardise processes and support equity at work. That’s why next week we will share some of our favourite feedback methods - stay tuned!