Creating a robust feedback culture is essential for organizational growth and success. This article presents practical strategies for leadership teams to foster open communication and continuous improvement. Drawing on insights from industry experts, these tips will help transform your team’s approach to giving and receiving feedback.

  • Model Structured Feedback Loops
  • Implement Weekly No-Rank Discussions
  • Set Clear Behavioral Expectations
  • Build Trust Through Monthly Retrospectives
  • Adopt CDA Model for Coaching
  • Lead by Example with Radical Candor
  • Establish Open Loop Communication
  • Use Triangulated Feedback Sessions
  • Engage Leaders in Customer Interactions
  • Practice Immediate Post-Meeting Debriefs
  • Schedule Regular Improvement Discussions
  • Create Space for Honest Reflection
  • Foster Vulnerability in Leadership
  • Seek Personal Feedback Consistently
  • Diversify Feedback Collection Methods
  • Implement Tagged Communication System

Model Structured Feedback Loops

As an award-winning Executive Coach and Organizational Psychologist, I work closely with leadership teams to foster environments where feedback and continuous improvement are central to success. Creating a culture of feedback is not just about processes; it’s about embedding a mindset that encourages open dialogue, self-reflection, and growth at every leadership level. One practice I have found particularly effective is the introduction of structured feedback loops, grounded in psychological safety and leadership transparency.

To cultivate a culture of continuous improvement, leaders must model the behaviors they expect from their teams. Leaders who actively seek feedback, show curiosity, and demonstrate vulnerability foster a climate where team members feel safe to contribute openly. This is essential in ensuring feedback is seen as an opportunity for growth, not just a critique.

A key practice I use is the introduction of quarterly 360-degree feedback cycles. Unlike traditional top-down feedback systems, this approach gathers feedback from peers, subordinates, and cross-functional teams, providing a comprehensive view of leadership effectiveness. This ensures that feedback is not only timely but actionable, aligned with organizational goals, and linked to personal and team development.

The process begins with setting clear expectations about the role of feedback in leadership growth. Leaders are trained to use feedback as a tool for reflection, focusing on behaviors and outcomes that drive both personal and organizational improvement. Crucially, this system supports psychological safety, encouraging leaders to seek constructive feedback and model openness, which in turn inspires similar behaviors within their teams.

One of the key advantages of this feedback loop is its ability to connect personal growth with organizational objectives. Leaders can see how their development aligns with broader business goals, which strengthens their commitment to continuous improvement. Moreover, when feedback is integrated into leadership development programs, it becomes a tool for achieving both individual and organizational success.

Ultimately, the consistent use of structured feedback loops ensures leaders remain agile, adaptive, and aligned with the organization’s evolving needs. By embedding a culture of feedback, companies build high-performing teams that can navigate change with resilience, drive long-term success, and foster continuous improvement.

James RoseJames Rose
Executive Leadership & Organizational Psychology Consultant, Cognitive Direction

Implement Weekly No-Rank Discussions

Creating a culture of feedback and continuous improvement is something I’m passionate about. I’ve found that the most successful companies—particularly in the rapidly evolving 3PL space—are those that can adapt quickly and learn from both successes and failures.

One specific practice we’ve implemented is what we call “Feedback Fridays.” Every Friday, our leadership team dedicates 90 minutes to open discussion where we evaluate the week’s challenges and victories. What makes this effective is our “no-rank” policy during these sessions—everyone speaks with equal authority regardless of their position.

This practice emerged from my own experience as a founder. When I was struggling to find the right fulfillment partners for my previous e-commerce ventures, I realized the costliest mistakes happened when feedback loops were broken. Warehouse issues would compound, shipping delays would escalate, and by the time problems surfaced, the damage was done.

We emphasize a “fail fast, learn faster” mentality. During our sessions, we use a simple framework: What worked? What didn’t? What will we change? This structured approach prevents discussions from becoming vague or personal.

The key to making this successful is modeling the behavior myself. When I openly discuss my own missteps and invite critique of my decisions, it creates psychological safety for others to do the same. Recently, I shared how I had misread a market trend that affected our 3PL matching algorithm—this openness prompted our CTO to suggest a data-driven solution we wouldn’t have discovered otherwise.

This feedback culture extends beyond our team to how we gather insights from both e-commerce clients and 3PL partners, creating a continuous improvement loop that strengthens our marketplace. In logistics, where margins for error are thin and customer expectations are high, this commitment to honest feedback has become our competitive advantage.

Joe SpisakJoe Spisak
CEO, Fulfill(dot)com

Set Clear Behavioral Expectations

You don’t build a culture of feedback by being nice. You build it by being clear.

In the businesses I coach, one of the fastest ways to develop a culture of continuous improvement is by setting clear behavioral expectations and insisting that everyone plays by the same rules. No exceptions, no excuses, and certainly no labels.

One practice I use consistently is the “What Success Looks Like” (WSLL) conversation. Each quarter, managers sit down with their team members to clarify three things:

  1. What’s non-negotiable
  2. What good performance looks like
  3. What would “blow the boss’s mind”

It’s a one-page roadmap for the quarter. It anchors performance expectations in observable behaviors, not assumptions, not labels, and not vague sentiment. It also becomes a springboard for feedback—good and bad.

But culture isn’t built only through documentation. It’s built through modeling. So I also coach leadership teams to embrace these practices:

  1. Catch people doing things right. Acknowledge high performance as quickly and sincerely as you would poor performance. Praise fairly, and don’t overlook your quiet achievers.
  1. Ditch the labels. Don’t reduce people to caricatures (“the grumbler,” “the social butterfly”). Labels entrench behaviors and stifle growth.
  1. Give people voice. Create safety to speak up—even if it means hearing something uncomfortable. When leaders ask for opinions, they must listen without defensiveness.
  1. Expect mistakes. Feedback flows best in cultures that permit (and even expect) well-bounded mistakes. Otherwise, risk-averse silence takes hold and with it, stagnation.

When a team understands what success looks like, is encouraged to speak up, and sees that feedback is tied to growth rather than punishment, they engage. They try harder. They stay longer. And they raise the bar for each other.

Great leadership isn’t about having the answers. It’s about creating the environment where people are safe and expected to grow into their potential.

Christine BeardChristine Beard
Business and Executive Coach, Christine Beard Business Coach

Build Trust Through Monthly Retrospectives

Creating a culture of feedback and continuous improvement within our leadership team has been all about building trust first. If people do not feel safe being honest, feedback never really lands, no matter how many systems you put in place.

One specific practice that works really well for us is hosting monthly leadership retrospectives. Every month, we create a space where the focus is purely on reflection. We talk openly about what went well, what could have gone better, and where we personally or collectively need to improve. It is not a formal performance review, and it is not about pointing fingers. It is just part of how we operate.

Across our team, leaders are also encouraged to ask for feedback directly, not wait for it. It could be something as simple as, “Is there anything I did this week that slowed you down?” or “What is one thing I could be more mindful of?” That habit of inviting feedback makes it feel normal, not confrontational.

By keeping feedback regular, lightweight, and tied to growth rather than judgment, it has become a part of daily life. It is a big reason why we continue to evolve and stay connected, even as the team grows.

Jamie FrewJamie Frew
CEO, Carepatron

Adopt CDA Model for Coaching

Let’s face it: most leadership teams excel at managing. However, they often fall short when it comes to leading with intention, listening deeply, and creating safe spaces for growth.

So how do we change that?

By shifting from leadership management to leadership coaching, and by embedding feedback into the core of how leaders grow.

At the center of this shift is the CDA model of feedback—Contract, Data, Action. It’s simple, clear, and rooted in respect.

Here’s how it works:

  • Contract: Start by creating safety. Ask for permission before diving into feedback. Try, “Can I offer some feedback that might support your growth?”
  • Data: Share what you saw or heard, not what you assumed. Keep it neutral and specific. For example, “In the team huddle, I noticed you spoke for most of the time.”
  • Action: Invite reflection and co-create next steps. “What might you try next time to encourage more team voices?”

Now, this only works if feedback becomes a habit—not a one-off.

That’s where Feedback Loop Friday comes in.

Each Friday, take 15 minutes with your leadership team to:

  1. Appreciate one thing a colleague did well that week.
  1. Offer one piece of feedback using the CDA model.
  1. Reflect on one thing you’ll do differently next week.

This small, steady practice makes feedback feel less intimidating and more normal. It creates rhythm. It encourages growth. And it sets the tone for a team culture where learning is always ongoing.

When leaders coach instead of just manage, something shifts. Performance improves. Trust deepens. And the whole organization starts to function more smoothly.

You don’t need to overhaul your leadership style overnight. Start with one coaching conversation. One piece of feedback. One Friday loop.

That’s how cultures change—one moment at a time.

Trayton VanceTrayton Vance
CEO and Founder, Coaching Focus Ltd

Lead by Example with Radical Candor

Leaders build trust by being consistent, open, and transparent. Radical candor only works when there’s real rapport; otherwise, feedback falls flat. I try to create a culture where clarity is kindness: say the hard thing early, say it with care, and say it in a way that helps someone grow. But also celebrate wins in real time, with an abundance mindset—there’s room for everyone to rise. One practice that works well is leading by example and modeling the standard I expect. That includes giving feedback, receiving feedback, and owning it when I make a mistake. Because when leaders go first, it gives everyone else permission to do the same.

Sarah SchmidtSarah Schmidt
President of PR and Strategic Communications, Interdependence Public Relations

Establish Open Loop Communication

Establishing a relentless feedback and improvement culture among my leadership is at the core of my “Open Loop Communication” approach. We cultivate a culture of continuous communication up and down the team (and across the team)—not exclusively during formal reviews but in everyday interactions. I have 360-degree feedback sessions with team members quarterly and ask for input on leadership moves, our collaborative dynamics, and what we can improve. In order to establish trust, I also share two specific examples of ways in which I’m actively working to be better based on feedback I’ve received in the past, and I ask each team member to name one thing they think we could be doing better collectively as a team. This explicit invitation sends the signal that candid feedback is not only welcome but required.

With the adoption of Open Loop Communication, we saw a significant rise in scores for cross-team collaboration in our internal surveys, and voluntary feedback session participation increased from 65% to more than 90% in less than half a year. When people see their feedback results in tangible changes—such as a new project workflow or a modified leadership priority—they are more likely to stay engaged. That constant line of communication means that feedback doesn’t get bottled up and literally paves the way for substantial, measurable progress.

Matt BowmanMatt Bowman
Founder, Thrive Local

Use Triangulated Feedback Sessions

The implementation of “triangulated feedback sessions” has completely transformed how our leadership team approaches improvement and accountability.

As the CEO of a platform connecting thousands of customers with moving services, I found that traditional feedback methods often fell short of capturing the full operational picture across our nationwide network.

The practice involves structured meetings where each leader receives feedback from three distinct perspectives: their direct manager, a peer colleague, and a team member they supervise.

What makes this approach uniquely effective is how it reveals blind spots that single-source feedback typically misses. For example, our operations director received high marks from his team for accessibility but learned from peer feedback that his quick problem-solving often bypassed established protocols, creating downstream challenges for other departments.

The key to making this successful is our “feedback contract,” where each participant agrees to specific communication principles—focusing observations on behaviors rather than personality traits, providing specific examples, and suggesting actionable alternatives.

This framework ensures conversations remain constructive rather than defensive. Since implementing this approach, we’ve seen measurable improvements in cross-departmental collaboration and a 34% reduction in recurring operational issues, proving that multiple-perspective feedback creates more meaningful improvement than traditional top-down evaluations.

Vidyadhar GarapatiVidyadhar Garapati
CEO, Movers(dot)com

Engage Leaders in Customer Interactions

One of the most effective practices I have experienced for creating a culture of feedback within leadership teams was requiring senior leaders to engage directly alongside employees during customer interactions. Leaders were expected to sit with customer service teams four times a month, observing live calls and reviewing customer emails side-by-side with frontline employees.

This gave them immediate, unfiltered insight into how customers and staff experienced processes, systems, and service standards.

Very quickly, leadership teams developed a far deeper understanding of operational realities than what standard reports typically reveal. The results were tangible: faster allocation of budgets for critical improvements, quicker decision-making, and more substantial alignment between leadership priorities and customer and employee needs.

This direct involvement became so valuable that participation was made mandatory and tied to leadership annual performance reviews. Employees responded positively, appreciating senior leaders’ increased visibility and interest, while leaders became far more connected to the daily challenges faced by their teams.

It created a more authentic feedback culture where continuous improvement was a shared responsibility across all levels of the organization.

Thank you for considering my contribution. If possible, I would kindly appreciate a do-follow backlink to my homepage https://www.myriamtisler.com as I am actively strengthening my domain visibility. I would be happy to share the published article across my channels once live.

Myriam TislerMyriam Tisler
Fractional Process Improvement Consultant | Senior Business Analyst, myriamtisler(dot)com

Practice Immediate Post-Meeting Debriefs

We’ve built a habit called “Look Back + Learn” within our leadership team. It’s not a formal meeting; it’s a five-minute debrief right after any key discussion or decision. Anyone in the room can point out what worked, what didn’t, and suggest a better way to handle it next time.

This works because it’s immediate. Feedback doesn’t get delayed or buried in one-on-ones. It happens while the context is still fresh. That makes it easier to understand and easier to act on.

We also agreed on one ground rule: no vague comments. Feedback has to include the “why” behind it. So instead of saying, “That didn’t land,” someone might say, “That part confused me because the data didn’t match the message.”

It’s helped our team get more comfortable being honest without being harsh. And over time, that small habit has made a big difference in how openly we communicate and improve.

Vikrant BhalodiaVikrant Bhalodia
Head of Marketing & People Ops, WeblineIndia

Schedule Regular Improvement Discussions

I strive to create a culture of feedback and continuous improvement within my leadership team by building feedback into the rhythm of our work, not just saving it for reviews or emergencies. One practice that works well is holding monthly “What’s Working, What’s Not” debriefs, where we look at systems, launches, and client experiences through a no-ego lens.

Everyone is encouraged to bring insights, questions, or friction points—not to complain, but to improve. I also model feedback by asking for it myself: “What’s one thing I could do better as a leader this month?” That opens the door for honesty and shows that growth isn’t top-down—it’s shared.

Creating space for feedback consistently—not just reactively—has led to better communication, stronger collaboration, and smarter decisions.

Kristin MarquetKristin Marquet
Founder & Creative Director, Marquet Media

Create Space for Honest Reflection

We schedule “quiet weeks” where leaders can’t give updates. No decks, no wins, just questions and reflection sessions. Everyone shares what’s unclear, frustrating, or being ignored lately. It removes performance pressure and invites real dialogue quickly. These weeks reset our priorities and uncover buried bottlenecks fast. They’re tough, but they always unlock fresh momentum.

Most companies talk too much and listen too little. These quiet weeks help us intentionally reverse that tendency. Feedback thrives when people feel heard before they respond. I’d recommend creating regular moments to slow down leadership. That pause reveals what speed often buries beneath tasks. Growth requires space for honesty, not just achieved goals.

Ivan RodimushkinIvan Rodimushkin
Founder, CEO, XS Supply

Foster Vulnerability in Leadership

Creating a culture of feedback and continuous improvement within my leadership team starts with modeling vulnerability myself. I’m very transparent about what I don’t know, where I’ve made mistakes, and where I’m still growing. That sets the tone—it tells my team this isn’t about hierarchy, it’s about progress.

One specific practice I use is hosting “check-in huddles” after big milestones or project completions. These are not just to celebrate the win, but to discuss what could have gone better. I ask questions like, “What felt off?” or “What did I miss that you wish I’d caught?” and I always invite them to give feedback on my leadership. I don’t just want them to nod their heads—I want real, respectful input. It took time to build that trust, but now my team knows their voice matters and won’t be punished for honesty.

This culture has helped us grow in ways I never imagined—from process changes to how we manage client expectations. And it makes people feel invested because they’re not just clocking in and out—they’re shaping how we do business.

Melody StevensMelody Stevens
Owner, Design On A Dime Interiors

Seek Personal Feedback Consistently

I ask for a lot of personal feedback. Company leaders are often quick to give feedback but not to ask for it in return. I find that asking for feedback is invaluable. Not only does it literally help me discover ways I can improve and make things better for everyone else, but it also helps create a culture that values feedback and continuous improvement.

Seamus NallySeamus Nally
CEO, TurboTenant

Diversify Feedback Collection Methods

Employee feedback is a crucial part of our organization, and rather than relying on just one method, we seek to gather it in multiple different ways. For example, we have an anonymous feedback box for people who want to suggest ideas or express concerns without revealing their identity. Staff are also asked for feedback in their weekly one-on-one check-ins with their team leads. Appraisals are also an opportunity to gather personal feedback.

We have also established a company-wide employee engagement survey, which is based on the Gallup Q12 model. Gallup studied over 3.3 million workers across 50 diverse industries and identified 12 common employee needs, which can be represented as questions. We then run the survey consistently every six months, meaning we can measure performance and the impact of changes against these questions.

Ben FosterBen Foster
CEO, The SEO Works

Implement Tagged Communication System

When asked how I foster feedback in my team, I point to the #FlashTags system. I learned this approach from Kate Redfern at Contentsquare, who adapted it from HubSpot’s CEO. The system uses four simple tags that signal the weight of my feedback:

#tol marks thoughts I’m just sharing with no action needed (thinking out loud).

#idea shows a path worth considering, but leaves the decision to the team.

#suggs flags suggestions I’ve thought deeply about that deserve serious attention.

#plea indicates something crucial where I’m asking for trust in my judgment.

This framework transformed our team communication. We no longer waste time wondering about comment importance or overreacting to casual observations. When reviewing documents or projects, I can quickly add targeted feedback with the right tag, and team members know exactly what to prioritize.

The beauty is in its simplicity—these tags create a shared language around feedback that cuts through confusion and helps us focus on what truly matters. Since implementing this approach, we’ve seen faster alignment on critical issues and reduced anxiety around feedback conversations.

Ricci MaseroRicci Masero
AI Wrangler & Edtech Marketer | Elearning & Training Management for Law Firms, Intellek