Feedback Mistake #3 (part 3/3)
Feedback Mistake #3 (part 3/3)
We’re back with the final installment of our series on common feedback mistakes.
So far, we’ve covered why the feedback sandwich doesn’t work and the pitfalls of being too vague. Today, let’s dive into a mistake that’s just as common, yet often overlooked.
Mistake #3: Overtaking Responsibility
It’s natural to want to help when giving feedback. But too often, we slip into problem-solving mode, offering solutions and taking on the responsibility for fixing the issue ourselves.
While this might seem helpful, it can actually be counterproductive.
There are a few of problems with this:
When we take on the responsibility for the solution, we get compliance—not buy-in. The employee might follow our suggestions, but they’re less likely to internalize the feedback or be as invested in making the change.
We’re essentially taking away a growth opportunity for them. They’re less likely to develop the skills to solve similar problems on their own in the future.
When we don’t ask questions, we may not understand the root cause of the issue and propose something that is less effective.
What can you do instead?
Shift the responsibility back to the employee. Instead of providing the solution, ask questions that encourage them to think critically.
For example, if someone’s missing deadlines, rather than saying, “I think you should create a better time management schedule next time,” you might ask, “What do you think is causing these delays, and how can we ensure deadlines are met moving forward?”
This invites them to reflect, propose solutions, and take ownership of their improvement.
The goal isn’t to leave them unsupported. On the contrary, it’s about co-creating a plan that they feel invested in.
As leaders, we’re not responsible for changing the behavior—we’re responsible for supporting the change.
Why does this work?
When employees come up with their own solutions, they’re more committed to following through.
They’re not just complying with what you’ve told them to do; they’re actively participating in their own development.
This leads to more sustainable and often more effective changes—because no one knows their own job better than the employee themselves!
Over time, this approach leads to a team that is more empowered, more autonomous, and more effective—without much oversight.
Your role as a leader shifts from solving problems to enabling your team to solve them on their own, fostering a culture of continuous improvement.
Ready to build a culture where feedback drives real growth?
If you’re looking to transform how feedback is given and received in your organization, we’re here to help.
Reach out to hello@conscious-culture.co and let’s talk about how we can support you in creating a continuous performance program or delivering in-depth feedback training for your team.