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Creating a feedback culture in the company means building an environment where feedback - both positive and constructive - flows freely, in all directions. And, above all, where feedback is perceived as a lever for progress, rather than as criticism or judgment.
Feedback then becomes a collective performance tool, a managerial reflex and a shared language. Here are the concrete levers for moving from occasional feedback to a firmly rooted culture.
Giving useful feedback doesn't come naturally. Neither is receiving it. To develop a feedback culture, we must first overcome individual and collective biases.
On a day-to-day basis, feedback is often avoided. For fear of offending, creating discomfort or opening the door to conflict. Conversely, even when feedback is given, it can be poorly received, making us feel attacked, judged or even destabilized.
The key is to move away from a logic of judgment towards one of progression.
Indeed, good feedback does not seek to punish, but to help you grow. It doesn't say "you failed", but "here's a way forward".
This change of posture transforms the mental framework: it makes mistakes acceptable, and learning desirable. It's no longer a question of pointing out what's wrong, but of opening up a path to improvement. It's this nuance that makes feedback useful, constructive and motivating.
For example, saying "your presentation was too vague" risks closing the discussion if no clarification follows. Is it the content? The form? The lack of examples? The tone? Without a clear indication, the person may leave with the feeling that "everything was wrong", which blocks any capacity for analysis and learning.
Conversely, feedback such as "I had trouble following your message because the structure was unclear and concrete examples were missing" provides precise levers for improvement. It invites you to adjust, not to justify.
The real sign that a feedback culture has taken root? When we stop talking about it, because it's part of everyday life. It's integrated into meetings, project milestones and spontaneous exchanges.
In concrete terms, this means :
It's this level of integration that makes feedback a performance driver, not just a correction tool.
Introducing a feedback culture means a concrete change in the way teams collaborate, learn and move forward together.
When well delivered, feedback strengthens the working relationship. It's a sign that you're taking the time to be interested in what the other person is doing. It's not automatic, it's a voluntary approach that says: "I see you, your work counts, and I want to help you move forward."
For this dynamic to work, it must be shared:
This back-and-forth creates a clear, healthy framework: we adjust together, alert each other early, and avoid the tensions that silently build up. It becomes a tool for day-to-day regulation.
But there can be no feedback without a climate of trust. And this trust is built up over time, through simple, regular tokens of recognition:
When these attentions are sincere, they anchor a culture of exchange. They also prepare the ground: a person who feels recognized will be more open to hearing difficult feedback, because they know it's part of a balanced relationship.
Feedback is a powerful tool for developing skills. In a company where feedback is fluid, learning is continuous. We learn from others. We learn by making successive adjustments. We learn by sharing feedback, advice and experiences.
Continuous improvement fosters autonomy and collective intelligence. Everyone becomes a co-actor in each other's progress.
Building a feedback culture isn't something you have to do. It has to be built, step by step. Here are three levers to get you there.
Feedback becomes truly cultural when practiced regularly, on every occasion. To achieve this, it cannot be based solely on spontaneity, but on the implementation of dedicated rituals:
The idea: set several of these rituals during the week. The more you practice them, the more transparency is established in the team, communication becomes fluid, and everyone improves their work thanks to the diversity of points of view.
For example, after a customer meeting or delivery of a deliverable, get into the habit of asking for and giving feedback. By repeating this reflex, feedback becomes an automatic part of your daily routine.
Good feedback is clear, factual and action-oriented. But without a method, it can quickly lapse into interpretation or generalization.
Here are some useful templates to help you:
For example, if an employee has a tendency to use overly technical language with customers, which interferes with the clarity of his exchanges, the OSBD model can help formulate constructive feedback without creating tension:
Observation: "During the last customer meeting, you used several very technical terms."
Sentiment: "I had the impression that it was a bit confusing for our interlocutor."
Need: "I'd like us to make sure that our messages are clearly understood."
Ask: "Would you mind rephrasing some parts in simpler words next time?"
On the other hand, integrating feedback into written messages is a good alternative when time or context don't allow an oral exchange; it's quick, direct and just as effective. Communication tools like Slack or Teams lend themselves well to this. There are also solutions like Officevibe or TeamMood for collecting regular, anonymous feedback.
A culture only spreads if everyone speaks the same language. It is therefore essential to train all teams - from juniors to managers - in the practice of feedback.
This includes :
The aim is for there to be no hierarchy in the way feedback is given, but for everyone to adopt the right reflexes and the right tone. Managers must also lead by example: by asking for feedback, by giving it regularly, and by taking responsibility for their own areas for improvement. Consistency is essential.
Implementing a strong feedback culture does more than just improve the quality of exchanges. It means profoundly transforming the way an organization learns, cooperates and grows.
Well-integrated feedback becomes a shared reflex. It flows in all directions. It builds trust. It triggers awareness. It structures concrete learning. And above all: it enables everyone to progress - individually and collectively.
Want to know more about feedback? Discover our dedicated workshop.
Creating a feedback culture in the company means building an environment where feedback - both positive and constructive - flows freely, in all directions. And, above all, where feedback is perceived as a lever for progress, rather than as criticism or judgment.
Feedback then becomes a collective performance tool, a managerial reflex and a shared language. Here are the concrete levers for moving from occasional feedback to a firmly rooted culture.
Giving useful feedback doesn't come naturally. Neither is receiving it. To develop a feedback culture, we must first overcome individual and collective biases.
On a day-to-day basis, feedback is often avoided. For fear of offending, creating discomfort or opening the door to conflict. Conversely, even when feedback is given, it can be poorly received, making us feel attacked, judged or even destabilized.
The key is to move away from a logic of judgment towards one of progression.
Indeed, good feedback does not seek to punish, but to help you grow. It doesn't say "you failed", but "here's a way forward".
This change of posture transforms the mental framework: it makes mistakes acceptable, and learning desirable. It's no longer a question of pointing out what's wrong, but of opening up a path to improvement. It's this nuance that makes feedback useful, constructive and motivating.
For example, saying "your presentation was too vague" risks closing the discussion if no clarification follows. Is it the content? The form? The lack of examples? The tone? Without a clear indication, the person may leave with the feeling that "everything was wrong", which blocks any capacity for analysis and learning.
Conversely, feedback such as "I had trouble following your message because the structure was unclear and concrete examples were missing" provides precise levers for improvement. It invites you to adjust, not to justify.
The real sign that a feedback culture has taken root? When we stop talking about it, because it's part of everyday life. It's integrated into meetings, project milestones and spontaneous exchanges.
In concrete terms, this means :
It's this level of integration that makes feedback a performance driver, not just a correction tool.
Introducing a feedback culture means a concrete change in the way teams collaborate, learn and move forward together.
When well delivered, feedback strengthens the working relationship. It's a sign that you're taking the time to be interested in what the other person is doing. It's not automatic, it's a voluntary approach that says: "I see you, your work counts, and I want to help you move forward."
For this dynamic to work, it must be shared:
This back-and-forth creates a clear, healthy framework: we adjust together, alert each other early, and avoid the tensions that silently build up. It becomes a tool for day-to-day regulation.
But there can be no feedback without a climate of trust. And this trust is built up over time, through simple, regular tokens of recognition:
When these attentions are sincere, they anchor a culture of exchange. They also prepare the ground: a person who feels recognized will be more open to hearing difficult feedback, because they know it's part of a balanced relationship.
Feedback is a powerful tool for developing skills. In a company where feedback is fluid, learning is continuous. We learn from others. We learn by making successive adjustments. We learn by sharing feedback, advice and experiences.
Continuous improvement fosters autonomy and collective intelligence. Everyone becomes a co-actor in each other's progress.
Building a feedback culture isn't something you have to do. It has to be built, step by step. Here are three levers to get you there.
Feedback becomes truly cultural when practiced regularly, on every occasion. To achieve this, it cannot be based solely on spontaneity, but on the implementation of dedicated rituals:
The idea: set several of these rituals during the week. The more you practice them, the more transparency is established in the team, communication becomes fluid, and everyone improves their work thanks to the diversity of points of view.
For example, after a customer meeting or delivery of a deliverable, get into the habit of asking for and giving feedback. By repeating this reflex, feedback becomes an automatic part of your daily routine.
Good feedback is clear, factual and action-oriented. But without a method, it can quickly lapse into interpretation or generalization.
Here are some useful templates to help you:
For example, if an employee has a tendency to use overly technical language with customers, which interferes with the clarity of his exchanges, the OSBD model can help formulate constructive feedback without creating tension:
Observation: "During the last customer meeting, you used several very technical terms."
Sentiment: "I had the impression that it was a bit confusing for our interlocutor."
Need: "I'd like us to make sure that our messages are clearly understood."
Ask: "Would you mind rephrasing some parts in simpler words next time?"
On the other hand, integrating feedback into written messages is a good alternative when time or context don't allow an oral exchange; it's quick, direct and just as effective. Communication tools like Slack or Teams lend themselves well to this. There are also solutions like Officevibe or TeamMood for collecting regular, anonymous feedback.
A culture only spreads if everyone speaks the same language. It is therefore essential to train all teams - from juniors to managers - in the practice of feedback.
This includes :
The aim is for there to be no hierarchy in the way feedback is given, but for everyone to adopt the right reflexes and the right tone. Managers must also lead by example: by asking for feedback, by giving it regularly, and by taking responsibility for their own areas for improvement. Consistency is essential.
Implementing a strong feedback culture does more than just improve the quality of exchanges. It means profoundly transforming the way an organization learns, cooperates and grows.
Well-integrated feedback becomes a shared reflex. It flows in all directions. It builds trust. It triggers awareness. It structures concrete learning. And above all: it enables everyone to progress - individually and collectively.
Want to know more about feedback? Discover our dedicated workshop.
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