There is a frustrating paradox in corporate life: the more capable you are, the more useless your feedback becomes.

 

Instead of actionable advice, senior professionals are often hit with vague directives like "work on your executive presence" or "be more strategic."

During my five years as a Head of People for a 1,800-person organization, I sat on both sides of these conversations. I realized that vague feedback isn't just lazy—it's a mechanism that keeps power entirely in the hands of the person giving it. If feedback can't be measured, it can't be challenged. The receiver is left isolated, trying to decode an invisible standard.

Real feedback, however, democratizes growth. It names the specific behavior, explains the tangible impact, and defines what success looks like. It moves the conversation from subjective judgment to objective accountability.

As leaders, we have to break this cycle. Whether you are giving or receiving feedback, always anchor it to three questions:

• What was the specific behavior?

• What did it cost the business or team?

• What does "good" look like for next time?

I’ve broken down how to transition from vague critiques to actionable growth in the carousel below.

♻️ Pass this along to a colleague who is tired of corporate buzzwords.