Creating a Training Feedback Loop

Being nicer won’t fix your feedback problem. Neither will being harsh. Because the issue isn't your message. It's your framework. Behavior correction needs a different approach than positive reinforcement. Coaching conversations require a different structure than performance reviews. Here are the 6 frameworks that turn feedback into development opportunities: 1️⃣ PREP: For Behavior Correction Point → Reason → Example → Point State what needs to change. Explain why it matters. Give proof.  Restate what needs to change. "Client emails need 24-hour response. When it takes days, we risk deals. The client escalated after 5 days of silence. Same-day or next-day response going forward." 2️⃣ BOOST: For Positive Reinforcement Behavior-focused → Observable → Specific → Timely Not this: "Great presentation." This: "You opened with revenue impact, then gave 3 clear options with trade-offs. That helped the board decide fast. Do that every time." Tell them what to repeat. 3️⃣ GROW: For Coaching Conversations Goal → Reality → Options → Will What do they want to achieve? Where are they now? What could they try? What will they commit to? Ask, don't tell. Your job is to guide their thinking. 4️⃣ CEDAR: For Difficult Feedback Context → Examples → Diagnosis → Action → Review "Three Q4 deliverables came in late. This pattern is impacting the team's ability to plan. If you can't meet a deadline, I need 48 hours' notice. We'll review in 2 weeks." Name the pattern. Set clear expectations. Follow up. 5️⃣ FEED: For Real-Time Feedback Facts → Effects → Expectations → Development "You interrupted twice in that meeting. The client couldn't finish, so we missed information. Let them complete their answer. This builds your listening skills." Immediate feedback = immediate behavior change. 6️⃣ SBI: For Trust-Building Feedback Situation → Behavior → Impact "In today's meeting, you credited the design team for the win. That built trust and showed you share credit." Separate observation from interpretation. These frameworks work because leaders stop avoiding hard conversations, Teams know exactly what success looks like. And the business performance improves because feedback actually changes behavior. If your people know you care about their growth, they'll receive tough feedback as a gift. If they sense you're checking a box, no framework will save you. So start with one framework. Master it. Then add the next. And watch your team's confidence, performance, and trust in your leadership grow. If you want the complete system for difficult conversations and feedback that builds trust while driving performance... LeaderOS, my Leadership Accelerator, breaks down everything. The frameworks, the delivery, the timing, and the follow-through. Secure your spot here: https://bit.ly/TheLeaderOS ♻️ Repost this for leaders who need better feedback frameworks. And follow me, Cicely Simpson, for leadership systems that develop leaders and teams.

Last week, a mentee came to me after her annual review. Her feedback was good — specific enough to sting a little. She walked out with every intention of acting on it. I asked her one question: "What's different on your calendar this week?" She paused. Nothing was different. That's where feedback dies — not in the reading of it, but in the week after, when life resumes and the document closes. Understanding feedback and acting on it are two completely different skills. Most people only practice one. Here's what I told her to do instead: 𝟭/ 𝗧𝗿𝗮𝗻𝘀𝗹𝗮𝘁𝗲 𝗲𝘃𝗲𝗿𝘆 𝗶𝗻𝘀𝗶𝗴𝗵𝘁 𝗶𝗻𝘁𝗼 𝗮 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝗿 "Be more strategic" tells you nothing. This does: take the project you're leading and present how it accelerates a priority your organization cares about — before your next leadership meeting. Specific. Timely. Actionable. For every piece of feedback, ask: what does this look like in practice? 𝟮/ 𝗔𝗱𝗷𝘂𝘀𝘁 𝘆𝗼𝘂𝗿 𝗴𝗼𝗮𝗹𝘀 If it doesn't make it into your goals, it's not going to happen. Don't create a separate "development item" that lives outside your work — embed it into the goal itself or into how you'll achieve it. If the feedback is "delegate more and develop your team," don't just note it. Update your existing goal to: 𝘥𝘦𝘭𝘪𝘷𝘦𝘳 𝘗𝘳𝘰𝘫𝘦𝘤𝘵 𝘟 𝘣𝘺 𝘘3, 𝘸𝘪𝘵𝘩 𝘵𝘸𝘰 𝘵𝘦𝘢𝘮 𝘮𝘦𝘮𝘣𝘦𝘳𝘴 𝘪𝘯𝘥𝘦𝘱𝘦𝘯𝘥𝘦𝘯𝘵𝘭𝘺 𝘭𝘦𝘢𝘥𝘪𝘯𝘨 𝘬𝘦𝘺 𝘸𝘰𝘳𝘬𝘴𝘵𝘳𝘦𝘢𝘮𝘴. Same goal. The feedback is now inside it. 𝟯/ 𝗖𝗵𝗮𝗻𝗴𝗲 𝘄𝗵𝗮𝘁'𝘀 𝗼𝗻 𝘆𝗼𝘂𝗿 𝗰𝗮𝗹𝗲𝗻𝗱𝗮𝗿 Your calendar is your priorities made visible. If the change you need to make doesn't appear there, it won't happen. If the feedback is "scale your impact by partnering across the organization," don't wait for opportunities to show up. Schedule 1:1s this week with leaders in adjacent teams to learn their priorities. What's on your calendar next Monday tells you more about your intentions than anything you wrote in your development plan. 𝟰/ 𝗧𝗲𝗹𝗹 𝘀𝗼𝗺𝗲𝗼𝗻𝗲 Share what you're working on with a peer, a mentor, or your manager. Not for accountability theater — because saying it out loud makes it real. And it invites the micro-feedback you'll need along the way. 𝟱/ 𝗦𝗲𝘁 𝗮 𝟵𝟬-𝗱𝗮𝘆 𝗰𝗵𝗲𝗰𝗸-𝗶𝗻 𝘄𝗶𝘁𝗵 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳 Not "am I trying harder?" — what's actually different in what you do? If the answer is nothing, the feedback is already expiring. The annual review is a gift. Most people open it, admire it, and put it back in the box. If nothing changes in what you do, the outcome is likely to be the same. What’s one change you’ve actually put on your calendar this year? PS: If you know someone in the middle of their review cycle — send this their way. --- Follow me, tap the (🔔) Omar Halabieh for weekly Leadership and Career posts

After 30 years and $billions in feedback training, we finally know why it doesn't work. This week I did something I have not done in a while. I printed out a big review paper, grabbed a highlighter, and wrote it up. Et voila. A new systematic review in the Journal of Organisational Behaviour analysed 173 studies on performance feedback. The finding is clear: Your managers don't need better feedback techniques. They need better relationships. Positive feedback works consistently. Negative feedback? Only when there's a high-quality supervisor-subordinate relationship. Without it, even "perfect" delivery fails. We've all felt it. The research also reveals: → The feedback sandwich doesn't affect performance (i.e., sequence doesn't matter) → Women systematically receive lower ratings across studies → Supervisors avoid negative feedback—because they lack relational capital → Face-to-face delivery beats email and Slack for developmental conversations We've been solving the wrong problem: training technique after technique, whilst ignoring the relational foundation that makes technique work. My latest piece breaks down the evidence and gives you the Monday-morning playbook: how to audit relationship quality, front-load positive feedback, and redesign systems that actually move performance. And its unashamedly longer-form than a regular post. If you must, get AI to summarise it. Question for people leaders: Are you measuring feedback frequency, or the giver-receiver relationship quality that makes feedback effective at change and performance? Subscribe for my new fortnightly evidence-based series on turning behavioural science into organisational capability: The Behavioural Activation Brief.

When Good Training Fails: A Neuroscience Wake-Up Call I will never forget walking into that tech company’s sleek office. Awards lined the lobby, the energy was palpable. Their HR director welcomed me with a familiar mix of enthusiasm and frustration. "We have done everything," she said. "Leadership programmes, feedback training, even brought in the high-profile consultants. Our managers nod along, take notes… and then nothing changes." I smiled. I had heard this before. This was not a training issue. It was a brilliant team stuck in the oldest trap in organisational development: assuming that knowing better automatically leads to doing better. When I spoke with their team leaders, the real story emerged: - I know I should give more feedback, but by Thursday, I am drowning - It feels awkward to bring it up. - I tried, but it felt forced. Then one engineering lead said something I will never forget: "You are teaching us to swim, then dropping us back in the desert and wondering why we are not practising." This was not about willpower. The environment was not designed to support the behaviour. So we changed that. +  We embedded 7-minute "connection checkpoints" into Monday meetings. + Placed simple "feedback cards" on desks. + Blocked out sacred time in calendars labelled "Team Investment Time". + Created peer accountability with one powerful weekly question: + "What conversation did you have that made someone stronger?" Months later, I received a video of a wall filled with anonymous notes of meaningful feedback. 😊 One note simply read: "For the first time, I feel seen here." 💙 Behaviour change is not about what we teach. It is about what people return to. Our brains need environments that make the right behaviours the easy ones. 🧠 So I will leave you with this: What behaviour are you trying to change in your organisation? And what have you done to redesign the environment to support it? Start with what matters. Use neuroscience to uncover the barriers. Then reimagine and reinforce the environment around the behaviour. Because we cannot expect people to change if everything around them stays the same. 💡

🚀 TNA in Training: Turning Insight into Impact A strong training program doesn’t start with content it starts with clarity. The Training Needs Analysis (TNA) Framework helps organizations design learning initiatives that truly drive performance and business results. 🔹 Organizational Analysis: Align training with strategic goals 🔹 Task Analysis: Identify required skills and competencies 🔹 Individual Analysis: Assess current performance levels 🔹 Gap Analysis: Spot the difference between where you are and where you need to be 🔹 Solution Identification: Choose the right training or intervention 🔹 Evaluation & Feedback: Measure effectiveness and refine When applied correctly, TNA transforms training from a routine activity into a strategic advantage. 💡 Training is not an expense, it’s an investment in capability, growth, and future success. #LearningAndDevelopment #TNA #TrainingStrategy #TalentDevelopment #PerformanceImprovement

Your brain can't process praise and criticism simultaneously. That's why traditional feedback methods are harmful. But there's ONE discovery that creates growth, not resistance: Direct. Then Connect. Neuroscience shows our brains process praise and criticism through completely different neural pathways. That's why the "feedback sandwich" fails so spectacularly. When we buffer criticism with praise... The brain cannot process these mixed signals effectively. People see through it anyway. Studies show 74% of professionals detect sandwich feedback within seconds. Having directly managed 300+ people and coached over 100 founders on leadership and culture, I’ve seen the real impact of feedback. Here’s what works... Two simple steps: 1. DIRECT: First, get permission and deliver unfiltered feedback. "May I share some observations about your presentation?" Then state exactly what needs improvement. This activates voluntary participation, and increases receptivity greatly. 2. CONNECT: Then, separately reaffirm their value "Your contributions remain vital to our success." The key? Complete separation between these steps. Direct feedback gives a clean signal about what needs to change. Connection maintains psychological safety. They know their status isn't threatened. Getting permission isn’t a minor detail - it’s crucial. It fosters respect and trust before you give tough feedback. Setting the stage for it to land well. The neuroscience behind this is clear: A Gallup study shows regular feedback mechanisms result in 14.9% increase in employee engagement and a 21% increase in profitability. Companies implementing this see remarkable results: • Cisco saw 54% faster resolution of team conflicts • Adobe reported 30% reduction in employee turnover • Pixar found 22% higher willingness to challenge assumptions • Microsoft under Nadella accelerated deployment cycles by 31% The traditional sandwich approach can feel safer, but it creates distrust. Direct Then Connect can feel scarier, but it builds psychological safety. Humans are wired to prioritize belonging above almost everything. When feedback threatens our status, our brains go into protection mode. When feedback becomes clear and non-threatening, learning accelerates. Implementing this approach requires courage. You have to trust your relationship is strong enough to handle direct feedback. But that's the paradox: By being more direct, you actually build stronger relationships. Try it with your team this week. You might feel uncomfortable at first, but watch what happens to your culture. When feedback becomes clear and non-threatening, learning accelerates. And companies that learn faster win. - If you liked this post? Follow us for more insights on conscious leadership and building companies from the inside out. Proud to coach with Inside-Out Leadership: executive coaching by trained coaches who have founded, funded, scaled, & sold their own companies.

🎇From Knowledge to Transformation: Reflections as a Coach and Trainer Many of us have attended training sessions throughout our careers, often mandated by HR or driven by clear objectives and purposes. Some see these trainings as an opportunity to enjoy a break, especially when they are hosted at luxurious resorts away from the office. Many of us leave these trainings feeling motivated and full of insights, confident that we can apply what we've learned. However, our resolution often weakens when we return to our daily routines. Why is that? As a coach and trainer, I have observed challenges in bridging the gap between knowledge acquisition and actual transformation. Knowing is one thing, but applying is another. 🎇Lack of Immediate Application: Without promptly using new knowledge & insight, it fades. Immediate application solidifies learning and proves its practical value. 🎇Overwhelming Information: The sheer volume of information can be overwhelming, leading to inaction. Simplifying and prioritizing key takeaways can help. 🎇Absence of Accountability: Without mechanisms for accountability, maintaining motivation is tough. Clear goals and support from peers or mentors can provide the necessary push. On the organizational side, there are challenges too: 🕺Needs Assessment: Often, there is inadequate needs assessment before planning training programs, leading to misalignment with actual needs. 🕺Random Topic Selection: Sometimes, topics are chosen arbitrarily or based on trends, resulting in irrelevant or low-impact training. 🕺Lack of Baseline Metrics: Without baseline metrics, measuring training impact is difficult. Clear, measurable goals are essential. 🕺Insufficient Follow-Up: Follow-up support and continuous assessment are often lacking, which are necessary for lasting change. So, how do we bridge the gap between knowledge and transformation? 🗣️At a Personal Level 👉Start with Your “Why”: As Simon Sinek says, "Start with your why." Ask yourself, "What is the 'why' behind what I need to learn?" 👉Choose an Accountability Buddy: Share your goals and actions and hold each other accountable. 👉Establish an Action Plan: Take small actions that lead you toward your goals. 👉Find a Mentor: Seek guidance and support from someone who has successfully navigated similar challenges. 👉Pay Attention to Your Changes: Monitor and reflect on your progress and changes. 🗣️At a Trainer Level 👉Encourage Reflection: Provide opportunities for reflection during and after the session. Encourage personal goal setting. 👉Provide Ongoing Support: Establish mechanisms for continuous support and accountability through follow-up sessions, coaching, and online forums. 🗣️For Organizations 👉Conduct thorough Needs Assessments and set clear, measurable objectives 🎇Our goal as trainees, trainers, and organizations is to foster lifelong learning for continuous growth. By focusing on these strategies, we can make training both memorable and transformative.

“What’s the ROI of this training?”, asked the organization that: • Didn’t brief the manager on what the program actually covers • Didn’t align learning to real, on-the-job challenges • Didn’t follow up meaningfully beyond Day 1 • Didn’t change supporting systems, KPIs, or everyday behaviors • Relied on generic 30-60-90 journeys with limited ownership or reinforcement • Still expects transformation in 2 days Let’s get something straight. Training is not a vending machine. You don’t insert a trainer and expect “Productivity +15%” to pop out. Training is an enabler. A catalyst. A spark. Not the fire. Not the fuel. Not the oxygen. 70% of learning happens on the job. And yet, most managers: • Don’t know what was taught • Don’t reinforce it • Don’t coach for application • Don’t ask reflective questions Then we ask: “Why didn’t behavior change?” Because you sent people to the gym… and expected muscles without lifting weights. Here’s the uncomfortable part. Most post-training follow-ups rely on: • Happy sheets • LMS completion ticks • TMS attendance reports Which raises a simple question: If your Level-1 feedback is superficial, how are you expecting Level-3 results to be meaningful? Smiles, stars, and “great session” comments don’t measure: • Behavior shifts • Manager reinforcement • Real workplace application • Obstacles participants are facing You can’t build business impact on feel-good feedback. Real ROI happens when: • Learning captures real challenges, not just reactions • Reflection continues beyond the classroom • Managers see, coach, and reinforce micro-behaviors • Follow-up is designed, not assumed Otherwise, don’t ask for ROI. Ask instead: “Did we measure learning deeply enough to deserve results?” #SaHRcasm #LearningAndDevelopment #TrainingROI #BehaviorChange #ManagersMatter #BeyondHappySheets

Your people want to grow… But you’re not listening. Employees crave development, not just feedback. Leaders miss the bigger picture: ↳ Skill gaps and ambitions. Otherwise, employees feel: 1. Unheard 2. Undervalued 3. Stuck Without growth, engagement drops. Turnover soars… You need more than feedback. You need an actionable strategy. Here’s how: 1. Use Structured Frameworks. - Standardized templates reduce personal biases. - Blend metrics with narratives for actionable insights. - Structured feedback eliminates guesswork. 2. Focus On Future Goals. - Set SMART goals to make development clear. - Shift feedback from past to forward-looking progress. - Align team growth with your company’s goals. 3. Listen To Employees' Voices. - Surveys uncover ambitions often left unspoken. - Safe spaces allow employees to share openly. - Listening fosters trust and deeper engagement. 4. Bridge The Gap For Future Success. - Use benchmarks to prioritize critical skill gaps. - Compare current skills to those your future requires. - Prepare employees today for tomorrow’s challenges. 5. Empower Growth Ownership. - Prompts like “Where do I excel?” spark reflection. - Encourage employees to own development paths. - Regular discussions keep growth consistent and visible. 6. Collaborate On Development Goals. - Build trust with safe, judgment-free feedback spaces. - Visualise their goals, showing progress and alignment. - Collaboration ensures both clarity and accountability. When growth is intentional, businesses succeed. Focus on development now to avoid turnover later. Invest in your people to future-proof your business. Follow Jonathan Raynor. Reshare to help others.

Feedback loops determine how fast organizations improve Improvement speed is rarely limited by talent. It is limited by feedback quality and timing. Research shows that organizations with tight, accurate feedback loops correct faster, make fewer repeated mistakes, and adapt more effectively than those relying on periodic reviews or delayed reporting. Slow feedback equals slow learning. What research shows Studies in organizational learning and performance management indicate that rapid feedback significantly improves accuracy and execution. Delayed or indirect feedback weakens cause-and-effect understanding, making it harder to know what actually worked. Research also shows that feedback loses effectiveness as time passes. The longer the gap between action and feedback, the lower the learning value. Study-based situations Situation 1: Product development Research found that teams receiving immediate user feedback iterated more effectively and avoided costly late-stage changes. Teams relying on quarterly reviews accumulated errors. Situation 2: Performance management Studies on employee performance show that real-time feedback improved outcomes more than annual or semiannual reviews. Frequent, specific feedback reduced repeated mistakes. Situation 3: Strategic execution Research on execution systems shows that organizations reviewing leading indicators weekly corrected course earlier than those reviewing lagging indicators monthly. How effective leaders strengthen feedback loops They shorten time between action and review They focus feedback on specific behaviors and metrics They prioritize leading indicators They remove intermediaries that distort information Organizations do not improve by intention. They improve by feedback.