It’s time we thought about feedback receptiveness. After all, what’s the point of perfectly crafted feedback if the recipient isn’t ready to hear it?
In workplaces everywhere, significant time and resources are spent on upskilling people to deliver feedback and navigate challenging conversations. AI feedback tools are now also emerging, offering immersive role-playing simulations for managers to practice feedback-giving.
There’s a desire to create feedback-rich cultures where dialogue flows freely and people get the information they need to understand how they are doing and course correct where necessary. While these efforts are undeniably important, they overlook a critical piece of the puzzle: the ability of individuals to be receptive to that feedback.
Even the most well-intentioned and skilfully delivered feedback can fall flat if the recipient isn’t open to it. Feedback receptiveness – openness to and action on input from others – is a skill anyone can practice and improve. Without it, feedback can feel more like criticism, and risks creating defensiveness and shutting down growth opportunities.
So, what can we do to cultivate feedback receptiveness in our organisations? The answer lies in both individual development and creating an environment that encourages openness.
Feedback receptiveness, especially when comments are unexpected or negative, can be challenging to master.
Developing feedback receptiveness at an individual level
1. Normalise mistakes as a path to growth
Getting things wrong is an inevitable part of being human, yet for many of us – especially high achievers – the idea of failure can be a struggle. Mistakes can feel like personal shortcomings, challenging our self-perception: “I’m not the sort of person that makes mistakes”.
To shift this mindset, we must focus on normalising mistakes and reframing them as opportunities to learn.
One accountancy practice we work with explicitly incorporates this philosophy into their new starter induction. Junior trainees – often used to excelling academically – are told upfront that mistakes are a natural part of navigating the complex, technical environment they are now operating in. And getting feedback on those mistakes is an expected and constructive part of their role
2. Role model what ‘good’ receptiveness looks like
People take their cues from leaders. Organisational psychologist Adam Grant brilliantly articulates what leaders can do to role model openness to feedback. Grant emphasises that it requires more than just asking your team for feedback. It’s about actively showing you are open to it.
Grant recommends leaders criticise themselves out loud and tell their teams:
- This is what I’m bad at or what I find challenging
- These are areas I’ve received feedback on in the recent past
- This is what I’m working to improve
- This is how your feedback is influencing my actions
3. Acknowledge that feedback receptiveness can be hard to master
Feedback receptiveness, especially when comments are unexpected or negative, can be challenging to master. It’s important to acknowledge this reality with your team and discuss it openly.
Encourage your team members to voice this. Sharing a simple script for responding to feedback thoughtfully, such as: “Thank you for this insight. I’d like to take some time to reflect before we discuss it further” can be a good start. This approach gives individuals the space to reflect without feeling pressured to respond immediately.
However, make sure to continue the discussion later when emotions have settled to explore the feedback constructively and plan a way forward.
4. Equip people with tools
Giving people the tools to navigate feedback can boost their confidence and receptiveness. Feedback isn’t always easy to process, but simple strategies can make a big difference.
Frameworks, such as “above the line/below the line” thinking, help individuals recognise when they’re approaching feedback with an open or defensive mindset.
Encourage individuals to:
- Actively listen and ask clarifying questions to ensure they fully understand the feedback
- Look for patterns in the feedback they receive over time
- Pause to reflect on the feedback’s validity rather than instinctively defending themselves
One effective technique is to “flip the narrative”. Instead of building a counterargument, challenge yourself to find examples where the feedback might be true. This mindset shift can spark curiosity and a growth-oriented perspective.
Coaching can also provide a valuable space for individuals to explore and develop their openness to feedback. Through guided conversations, they can identify barriers, practice reframing their responses, and build confidence in engaging with feedback constructively.
The next time you deliver feedback, consider not just what you’re saying but how you’re supporting the recipient’s ability to hear and act on it.
Developing feedback receptiveness at the organisational level
1. Build a feedback-rich environment
Feedback thrives in environments where psychological safety is prioritised. If people feel threatened or judged, they’re less likely to engage with feedback constructively.
Leaders can start to create a safer space by:
- Acknowledging their own mistakes and growth areas
- Actively listening to team members without judgment. It’s critical to be open to others’ perspectives on a situation if we are seeking to build greater openness to feedback)
- Collaborating on solutions. This builds a sense of ownership and accountability, empowering individuals to take charge of implementing the agreed-upon actions
The broader organisational climate also matters. Past experiences with punitive or poorly delivered feedback can shape how individuals respond.
2. Strike a balance between positive and constructive feedback
Too often in organisations, feedback is synonymous with criticism, and over time, this can negatively influence how people respond. If the focus remains solely on the negative, individuals’ openness to feedback is likely to diminish.
To ensure feedback is received constructively, people need to trust that it comes from a place of care and feel that their strengths, as well as their challenges, are recognised.
Want your feedback to land better? Start by offering praise regularly. Research by Emily Heaphy and Marcial Losada found the ideal praise-to-criticism ratio is 5:1.
High-performing teams share five positive comments for every critical one. Striking this balance helps feedback feel less threatening, more measured and encourages openness.
3. Reflect on positive feedback
Receiving positive feedback may sound easier than handling criticism, but it’s not always the case. People often downplay praise or struggle to integrate it into their self-perception. Encourage team members to:
- Actively reflect on and accept positive feedback
- Use it as a guide for understanding their strengths and areas of impact
A final word
Feedback receptiveness isn’t a soft skill; it’s a critical driver of individual and organisational growth. By equipping people with the tools to process feedback constructively and cultivating environments where feedback feels safe, we can unlock the full potential of feedback.
The next time you deliver feedback, consider not just what you’re saying but how you’re supporting the recipient’s ability to hear and act on it.
