Making Feedback a Shared Responsibility

In organizations centered on growth, feedback isn’t something leaders give and employees receive; it’s a shared responsibility.

When feedback moves in only one direction or is confined to review cycles, it limits growth for individuals, teams, and the organization as a whole. Everyone, at every level, has a role to play in keeping communication open, learning visible, and performance aligned. 

Strong feedback cultures don’t happen by accident. They’re built on trust, curiosity, and consistent follow-through.

Why Feedback Often Stops Short

Even organizations that value input can struggle to keep feedback moving across levels. 

Common barriers include:

Power dynamics.

It takes courage to give feedback, especially upward. When roles and titles carry weight, people often hold back if they’re unsure how it will be received.

Defensiveness.

How the recipient responds is just as important as the message itself. One defensive reaction can close the door on honest conversation for a long time.

Timing and structure.

If feedback only happens during formal review cycles, it can feel procedural rather than developmental. Input tied to performance appraisals may also be less candid than feedback shared in real time.

Burnout.

When the pace of work is high, reflection is often the first thing to go. Teams move quickly from one priority to the next without pausing to talk about what’s working or what needs to change.

When these dynamics take hold, people wait to be asked instead of feeling empowered to speak up. Breaking that pattern starts with leaders who model that feedback is part of how the organization learns and not a sign that something’s wrong.

Model Transparency at the Top

AJO’s President, Shannon O’Connor Bock, recently modeled this practice after completing a 360 assessment. Instead of keeping the results private, she chose to share her development priorities with the team. The process helped her strengthen leadership presence and encourage ongoing discussion.

She also invited the team to hold her accountable: “Here’s what I’m working on. I’d love your feedback as I go.”

That level of openness helps normalize the idea that development is continuous. When leaders share what they’re working on, it sends a powerful message that growth is part of effective leadership, not a response to a problem.

Make Feedback Part of Regular Conversations

Feedback is most effective when it’s part of ongoing dialogue rather than a stand-alone event. Leaders who build feedback into regular one-to-one meetings and team discussions create an environment where open communication feels expected, not exceptional.

Simple, open-ended questions such as “What’s working well for you right now?” or “Where could I be more effective?” invite honest conversation and make it clear that feedback is welcome from both sides.

Close the Loop

Feedback doesn’t end when it’s shared. Following up is what turns dialogue into growth.
Leaders who circle back after receiving input, acknowledging what they’ve learned and what they’re doing differently, send a clear signal that feedback is taken seriously.

When people see progress based on their input, they’re far more likely to continue offering honest perspectives in the future. Making space for these follow-up conversations keeps accountability visible and reinforces that learning is an ongoing process, not a one-time exchange.

Reinforce the Shared Responsibility

Creating a culture of open feedback can’t rest on one leader’s shoulders, it needs to be reinforced at every level.

Organizations can strengthen these habits by:

• Training managers to both give and receive feedback effectively
• Recognizing people who share timely, constructive insights
• Incorporating upward and peer feedback into coaching and development plans
• Making reflection and dialogue part of leadership programs and team meetings

When feedback becomes part of everyday work, it changes the dynamic. People learn faster, trust grows, and leaders stay closer to what’s real.

Building a feedback culture takes practice. At AJO, we equip leaders at every level to make open, ongoing feedback a natural part of how their teams grow.