Most leaders believe feedback is happening.
After all, annual reviews take place. Managers check in when something goes wrong. Performance conversations happen from time to time.
But if feedback is truly happening consistently, why do so many employees still feel unsure about how they're doing or how they can improve?
In this episode of Culture Over Coffee, Kate Rehling explores one of the biggest drivers of employee development that's often misunderstood: consistent, meaningful feedback.
Feedback isn't simply a tool for correcting mistakes. It's one of the most powerful ways leaders reinforce confidence, develop talent, and sustain engagement.
When feedback only happens during problems, growth becomes a matter of guesswork.
Most organizations don't believe they have a feedback problem.
The data suggests otherwise.
According to the ENGAGE 2026 Company Culture Report:
That's a significant portion of the workforce navigating their roles without regular guidance, reinforcement, or coaching.
And over time, that uncertainty affects much more than performance.
It affects confidence.
Ask someone if they'd like "a piece of feedback," and many people immediately prepare for criticism.
That's because feedback has become synonymous with correction.
Kate challenges that mindset.
The most effective feedback doesn't simply identify what's wrong.
It reinforces what's working.
Positive feedback helps people understand:
It creates confidence, and confidence fuels continued growth.
Constructive feedback still matters.
But it works best when it's built on a foundation of positive reinforcement.
As Kate explains, people generally need to hear multiple pieces of positive feedback for every difficult coaching conversation. That balance helps employees understand that feedback is intended to support their development, not simply point out mistakes.
Another common mistake?
Treating feedback as something that happens only during formal reviews or when problems arise.
When feedback is inconsistent:
That uncertainty often leads to:
The strongest organizations don't save feedback for annual reviews.
They build it into everyday leadership.
One of the most important insights from the episode is that managers often struggle with feedback, too.
Nearly half of employees say they don't believe their manager helps them grow.
But managers are often trying to coach others while receiving very little coaching themselves.
According to the ENGAGE 2026 research:
That creates a cycle.
Managers are expected to consistently coach and develop their teams without consistently experiencing that same level of coaching themselves.
It's difficult to pour into others when your own cup isn't being filled.
Kate offers four practical ways organizations can close the feedback gap.
Don't wait for annual reviews.
Short, timely conversations tied to real work are often the most valuable.
General praise is encouraging.
Specific praise helps people know exactly what to repeat.
Great feedback cultures encourage employees to share feedback with leaders, too.
That builds trust and strengthens communication.
Managers need clear expectations, practical tools, and coaching on how to deliver effective feedback consistently.
The best feedback systems aren't the most complicated.
Feedback is one of the strongest drivers of employee development, confidence, and long-term engagement, but it's only one piece of the picture.
The ENGAGE 2026: The Company Culture Report explores how feedback, trust, recognition, leadership, and the other key drivers of engagement are showing up across today's organizations.
Download the report to see where companies are succeeding, where they're falling short, and what leaders can do to build stronger cultures through everyday leadership.
Partly, but effective feedback also reinforces positive behaviors. Employees need to know what they're doing well so they can continue building on those strengths.
Meaningful feedback should happen regularly through everyday conversations (not just during formal performance reviews).
Many managers are balancing competing priorities and often receive very little coaching themselves. Supporting managers is one of the most effective ways to improve feedback across an organization.