Leadership development is a priority for most organizations, yet meaningful performance outcomes are only seen when the learning is applied into real-world, day to day leadership habits. One of the most persistent barriers is the gap in how feedback is delivered and acted upon.
Recent research from Borderless shows that while 96% of employees believe regular feedback helps them improve, nearly half say they are not receiving it at the frequency they need. When feedback is inconsistent, it limits growth and, over time, can undermine even the most well-designed leadership programs.
The Problem with Vague Feedback
In many organizations, feedback is still tied to periodic reviews and delivered in broad terms. Phrases like “develop your leadership presence” or “be more strategic” are common. Similarly, when delivering reinforcing feedback, it’s common to receive comments such as “good job” or “great work.” While these may be well intentioned, these types of responses lack the specificity needed to drive change or maintain positive performance. Both parties may have completely different ideas as what it was that was “good” about the job or “great” about the work, which means the wrong behavior can inadvertently be reinforced.
Without clear links to observable behaviors or measurable outcomes, individuals are left to interpret feedback on their own. This creates inconsistency in how performance is understood and makes it difficult to track progress over time.
For leaders, this lack of clarity is particularly limited. Leadership roles require balancing multiple priorities in complex environments. Without precise guidance, even high-potential individuals can struggle to focus their development where it matters most.
If the recipient fully understands the initial expectations, required standards, and the desired outcome, they will know when their performance is deficient and when it hits the mark.
For example, when learning to serve a tennis ball, trainee should know exactly what “good” looks like: hitting the ball from behind the service line, clearing the net and landing it in the correct service box. If they then hit the ball into the net and the coach responds, “You hit it into the net!”, the trainee already knows that. A coach’s, or leader’s, role is to provide insight that the trainee may not have considered. For example: “I notice that if your head is lowered at the point of contact, the ball tends to go into the net”. That is insightful feedback that adds value and is less likely to be something the trainee was aware of already.
Why Leadership Development Programs Fall Short
Many leadership development programs are thoughtfully designed, with strong content and structured learning experiences. However, their impact is often shaped by what happens outside the program, through the creation of intentional opportunities to apply what has been learned from the feedback.
Development is driven by day-to-day interactions, leader guidance, and the broader performance environment. When feedback in these moments is inconsistent or lacks accountability, it weakens the effectiveness of formal programs. Unsurprisingly, leaders benefit from receiving feedback on how well they deliver feedback.
Manager capability plays a critical role. Providing clear, actionable feedback is a skill that requires practice and intention. Without it, even well-designed frameworks fail to translate into real-world improvement.
There is also a tendency to treat feedback as an event rather than an ongoing process. This challenge exists on both sides. Research from Harris Poll/Turas shows that 90% of senior leaders want more constructive feedback from their teams, yet many hesitate to ask for it due to concerns about how it may be perceived. Our own engagement survey in 2025 showed how regular feedback is valued by colleagues at all levels across the business.
When conversations are limited to formal review cycles, opportunities for timely course correction are missed. This can lead to misalignment between expectations and outcomes, often surfacing too late to address effectively.
Moving Toward Continuous and Structured Feedback
Closing the feedback gap requires a shift toward more structured and continuous approaches.
First, feedback must be clearly tied to outcomes. This means defining what success looks like in specific roles and ensuring feedback reflects observable behaviors that contribute to those outcomes. When expectations are clear, individuals are better positioned to adjust and improve.
Second, organizations need more frequent dialogue. Regular check-ins create space for alignment, reduce surprises, and reinforce feedback as part of everyday performance rather than a standalone event.
Technology can support this shift. Advances in data and AI make it possible to identify patterns in performance and engagement more quickly and at scale. Analyzing large volumes of feedback can surface trends that might otherwise go unnoticed, helping leaders respond with greater speed and precision.
However, technology cannot replace the human element. Feedback still requires context, judgment, and empathy. The most effective organizations combine data-driven insight with human-centered conversations.
What Organizations Should be Measuring
To ensure feedback is driving progression, organizations need to be more intentional about what they measure. This includes not only performance outcomes and behaviors, but also the quality and consistency of feedback itself.
It is equally important to assess whether feedback leads to measurable change, whether through improved performance, readiness for new roles, or stronger alignment with organizational capabilities. Embedding these measures into broader talent processes reinforces accountability and ensures feedback is not treated as a separate activity or only delivered when something is wrong.
Building a Culture of Accountability and Growth
Closing the feedback gap ultimately comes down to culture. Feedback is not just a tool for evaluation, but a driver of development. When delivered effectively, it helps individuals understand their impact, align their efforts, and unlock their potential.
It also requires leaders to be intentional in how they engage with their teams. Creating an environment where feedback is expected and constructive supports both performance and experience. Yet in many organizations, that environment has not fully taken hold. Research shows that only 27% of employees say their leader consistently encourages and recognizes suggestions for improvement.
As leaders, it is also important to think about our own behavior when receiving feedback. If we respond defensively or dismissively, we reduce the likelihood of receiving feedback in the future. Even if we disagree with the feedback, we need to accept that something we did triggered it. Self-awareness when receiving feedback is key.
As workforce expectations continue to evolve, organizations that invest in continuous, high-quality feedback will be better positioned to develop leaders who can adapt, perform, and grow. Without it, even the strongest development programs will struggle to deliver lasting impact.
Ian Bell is SVP, Global Talent Management at Sedgwick.