Photo by: FatCamera via Canva
If you work in learning and development (L&D), chances are you’ve had to give feedback at some point. Whether it’s to a learner in a training session, a facilitator you’re coaching, or even a manager who needs to tweak their approach. Feedback is one of the most powerful tools we have, but let’s be real: it can also feel awkward, uncomfortable, or even scary—on both sides.
The good news? Feedback doesn’t have to be painful. When done right, it’s not about criticism. It’s about helping someone grow, learn, and do their job better. So, let’s break down how to deliver feedback in a way that actually works.
Start With the “Why”
In L&D, context is everything. People need to know why they’re getting feedback before they can accept it. Instead of diving straight in with a “here’s what you did wrong” comment, start by framing the purpose. For example: “I want to share some thoughts on how you ran that activity because I think it could make your facilitation even stronger.” This sets a positive tone and makes the feedback feel supportive, not punitive.
Be Specific (No Vague Fluff Allowed)
Nothing is more frustrating than vague feedback like, “You need to engage the learners more.” Okay… but how? Instead, tie the feedback to real examples: “When you asked open-ended questions during the role-play, the group really opened up. Maybe use that technique earlier next time to spark more engagement from the start.” Specific, actionable feedback gives people something they can actually work on.
Balance the Good and the “Growth” Areas
We’ve likely all heard of the compliment sandwich: positive feedback, followed by constructive feedback, and then another positive. While that structure can sometimes feel forced, the principle still stands—people need to hear what they’re doing well just as much as what they need to improve. In L&D, this is huge because it reinforces best practices. For example, if a facilitator nails their storytelling, call it out! That way, they don’t accidentally stop doing the thing that’s working.
Keep It Two-Way
Feedback shouldn’t feel like a lecture. It should feel like a conversation. Ask questions like, “How did you feel about that activity?” or “What do you think worked best?” This encourages self-reflection, which is often just as powerful as the feedback itself. Plus, it gives the other person ownership over their growth.
Deliver It with Empathy
Remember, feedback is personal. Even in a professional setting, it can feel like you’re pointing out someone’s flaws. That’s why empathy is key. Put yourself in their shoes and think about how you’d want to receive feedback. Be mindful of tone, body language, and timing. Sometimes, waiting until after a session (instead of in the heat of the moment) is the difference between someone feeling embarrassed and someone feeling supported.
Follow Up
Feedback isn’t a one-and-done deal. Check back in: “Hey, how did it go when you tried that new approach?” This not only shows you care but also reinforces the learning loop. After all, in L&D, it’s all about continuous improvement.
Feedback in the learning and development world isn’t about pointing out mistakes—it’s about unlocking potential. When you approach it with clarity, empathy, and a genuine desire to help, you turn what could be an awkward moment into a powerful opportunity for growth.
Feedback is one of the seven factors of job performance explored in our Evidence-Based Management and Leadership workshop, and it’s also covered in The Successful Training Manager. Managers, feedback is one tool you don’t want to overlook.