In over 20 years of leadership, I have experienced how often feedback is confused with praise.
Many managers mean well – they want to motivate, appreciate, and keep the climate positive. But what happens when harmony becomes more important than development? Then leadership remains nice – but ineffective.
This observation is not an isolated case, but a structural leadership problem. There is a world of difference between well-intentioned praise and effective feedback – and this is exactly where it is decided whether employees grow or stagnate.
Why feedback is so often misunderstood
The word "feedback" is used inflationarily in companies – and is rarely properly understood.
In its original meaning, the term comes from systems theory and cybernetics: Feedback is a Feedback , i.e. information about the effect of a behavior. This feedback is intended to help identify deviations and control or improve the system.
In everyday management, this means: Feedback describes, how one person's behavior affects others not Who she is .
This is exactly where the most common mistake lies. Instead of mirroring behavior, it is evaluated. Instead of stimulating development, it is judged. And instead of reflecting together, they often only praise – to avoid conflicts.
The result: Employees get recognition, but no direction. You will learn that they have done something well, but they have not, why – and certainly not, how they can develop.
There is no such thing as "negative feedback"
When you talk about "negative feedback", it often reveals more about the attitude than about the feedback itself.
Feedback is neutral per se – it is a "sujective snapshot".
Only the way how feedback is taken into account, suggests it would be negative. You may have a different opinion or disagree, but unfortunately that is irrelevant. Feedback is the Subjective assessment of an observation and no compromise.
The difference lies in the type of recording:
Honest, constructive feedback doesn't mean belittling anyone. It means Making growth possible . It shows that someone is taking the time to look, listen and offer a perspective.
That's challenging. And there is only one right reaction to feedback/feedforward: Thank you.
Feedforward: Leadership with a view to the future
While feedback looks at the past ("What was good or not so good?"), feedforward looks to the future.
The term was coined by Marshall Goldsmith, one of the most renowned leadership experts. His approach:
"Instead of digging into the past, managers should focus their energy on future behavioral options."
Feedforward is thus solution-oriented and Development-focused .
Instead of saying, "You did that wrong," the attitude is, "What can you do differently next time – and how can I support you?"
Leaders who use feedforward encourage ownership and motivation.
Teams develop a common language for progress – not for guilt.
Feedback + Feedforward = Leadership with attitude
Feedback has an effect, feedforward shows direction.
Only in the combination do both unfold their full power.
Feedback honors what was – Feedforward focuses on what can become.
At a time when work, organizations and teams are changing rapidly, this attitude is not a "nice to have". She's Need for leadership .
Those who master both lead not only with competence, but with awareness.
How ME business group leadership thinks ahead
This is exactly where the ME business group at.
Ours Management Consulting for Leadership and Organizational Development enables managers to understand feedback and feedforward not as a compulsory exercise, but as part of their identity.
With MEvelopment We develop practical programs in which managers learn to systematically integrate feedback culture and future orientation into their teams – and thus enable sustainable development.
It's about attitude, communication and effectiveness – not about harmony.
For those who want to go deeper, the MEcademy the right format:
👉 Microlearning "Feedback vs. Feedforward" – compact, practical and directly applicable.
In 30 minutes, managers learn how to give feedback that works – and opens up perspectives that move.
Result:
Leadership that only wants to please does not lead.
Leadership that sees feedback as a gift and uses feedforward as a future competence creates growth – for others and for oneself.