Why vague feedback leads to the same mistakes again
Feedback that feels clear to the manager can leave the other person with nothing to act on. When mistakes keep repeating, the problem is often the feedback rather than the listener.
THE QUICK ANSWER
Comments like “good job” or “this needs work” feel clear to the person giving them, but they do not tell anyone what to do differently. Vague feedback creates anxiety rather than change, which is why the same mistakes keep coming back. The fix is to name the specific behaviour, the impact it had and the one thing to change next time, rather than offering a general instruction such as “be more proactive”.
GO DEEPER
What makes feedback usable
Most managers believe their feedback is clear because they know exactly what they mean. When they say “this needs work”, they are picturing the specific moment that bothered them. The other person, however, only hears the label, not the picture behind it, so the meaning stays in the manager’s head.
Without detail, people are left guessing. They may worry about what went wrong, change the wrong thing or change nothing at all. When the same mistake then reappears, it is easy to conclude that they were not listening, when in reality they simply did not know what to do differently.
The fix is to structure feedback around three parts: the behaviour, its impact and the change you want. Instead of “be more proactive”, the video suggests something like: “When you flagged that risk two days late, we lost the buffer to fix it. Next time, flag it the moment you notice it.” It takes roughly the same effort to say, but it gives the person something concrete to act on.
This approach works best when it is delivered soon after the event, while the details are still fresh for both people. It also helps to keep the focus on one change rather than a list of them. The aim is not to make feedback longer or harsher, but to make sure it points somewhere specific.
KEY TAKEAWAY
If people keep repeating a mistake, check whether your feedback told them what to do differently. Name the behaviour, its impact and the one change you want next time.
TEST YOURSELF
A team member keeps raising problems too late. Which piece of feedback is most likely to change that behaviour?
PRACTISE IT
Try this lesson in the arcade
Quick retro games that start with this lesson’s situations. One thumb, one to three minutes, free.
