How Great Leaders Shift from Feedback to Feedforward

Over the years, I’ve been part of countless conversations where performance, leadership, or alignment needed attention. And here’s what I’ve realized: The most effective dialogue isn’t focused on what someone did wrong. It’s focused on what needs to shift now and what’s possible next.

The truth is, most organizational feedback loops are broken. Not because people are bad at giving feedback, but because they’re trapped in the wrong mental model. They think feedback is about pointing backward.

But great companies don’t get better by dissecting the past. They get better by building for the future. When we move from critique to curiosity, from blame to belief, people don’t shut down — they lean in. They leave the conversation with clarity and motivation, not shame or defensiveness.

That’s why I love feedforward. The idea that feedback should be truthful, specific, and positive (developed by coach and communication expert Michael Allosso) is simple but powerful. Those three words shifted how I think about every performance conversation.

It’s also why, at Ninety, we’ve embedded this approach into how we work. Our platform and our tools make these kinds of conversations second nature for teams who want to get smart stuff done and build a lasting legacy.

In this article, I’ll walk you through what honest and productive feedforward really looks like. And we’ll talk about how adopting this new mindset can transform the way your team communicates, grows, and performs.

Be Honest

Let’s start with the hardest part: real, genuine honesty. The kind that names what’s happening and points toward growth.

You can’t build trust without truth. And yet, in most organizations, we’ve been conditioned to hold back. We avoid hard conversations. We worry about coming off too harsh or too personal. So we soften the message and end up saying nothing at all.

But truthfulness, when done well, isn’t brutal. It’s respectful. It’s direct. It assumes competence and shows that you care enough to be clear. It names the behavior without labeling the person. It acknowledges what went well and what needs to shift. And most importantly, it offers a way forward.

Here’s an example of what that looks like:

“The content in your client presentation was solid. You clearly know your stuff. But when you got pushed on a few points, your tone shifted. It came off as defensive and changed the energy in the room. You’ve got the data, and you’re prepared. If you can stay curious and grounded in those moments, I think you’ll lead the room instead of reacting to it.”

This kind of honesty isn't just about performance — it’s about helping people see themselves clearly so they can keep getting better.

Truthful feedforward builds the kind of safety where people can be open about where they’re growing and clear about where they stand. That’s what makes it powerful.

Make It Concrete

Once you’re telling the truth, the next step is to get specific.

Vague feedback creates confusion. It forces people to guess at what really matters, or worse, react to something they don’t fully understand. Specific feedforward does the opposite. It draws a clear line between what happened, why it matters, and what to try next.

Here’s what that can sound like:

“In last week’s meeting, I noticed you cut in a few times when Sarah was reviewing data and when Miguel was bringing up an issue. It came off like you were rushing people. Next time, try pausing a few seconds before jumping in. It'll help your points land and show you're really listening.”

This feedforward isn't a vague “You need to communicate better.” And it’s not a personal dig either. It’s a clear example with a real-world fix.

When you’re specific, you make it easier for someone to both understand the gap and take ownership of how to close it. This is the difference between unclear feedback and actionable insight. One creates tension, and the other creates focus.

When you build the habit of being specific, you do more than improve performance (though that happens too). You help your people to become more aware so they connect their actions to outcomes and start making intentional changes.

Point to What's Working

In a lot of workplaces, the word “positive” is misunderstood. It gets watered down to cheerleading or sandwiched between criticism. But positive feedforward isn’t about sugarcoating — it’s about direction.

It assumes people want to grow. It shines a light on what’s working and how to build on it. And it makes strengths feel seen, appreciated, and useful.

Here’s how positive feedforward sounds:

“You’ve got a real gift for breaking down complex issues in our 1-on-1s. That’s a great leadership skill. Let’s find a way for you to do more of that in our all-hands. Maybe a short debrief each week to frame what the numbers actually mean for us.”

Notice what’s happening there. It’s not flattery. It’s an observation, followed by a next step. Truly positive feedforward turns recognition into opportunity. Because positivity isn’t a soft skill. It helps people move toward their best contributions, not just away from mistakes.

When you offer positive feedforward, you’re not ignoring problems. You’re giving people direction by pointing toward potential and making agreements about how to move forward. And in healthy organizations, that’s where the real momentum comes from.

4 Common Mistakes

Even with the right mindset, feedforward can miss the mark. I’ve seen it happen. Smart, well-intentioned leaders deliver feedforward that backfires. Not because they’re careless, but because they default to patterns that undermine their message.

Here are four common mistakes leaders often make when delivering feedforward:

1. Unclear direction: When you say things like “You need to be more strategic,” it often leaves the other person more confused than when they started. What does that actually mean? Make sure your next steps are clear and specific.
2. Judgmental language: Be careful of making assumptions by saying something such as “You don’t care about the team.” This makes an unfair judgment about their intent. Words matter, so pay careful attention to the language you're using.
3. Bad timing: Timing is important. Feedback in the heat of the moment or in front of others can do more harm than good. Set aside time so both of you can prepare and be present.
4. One-way delivery: Feedforward should be about having a dialogue. Rather than talking at someone, you should be having a conversation with them.

These moments don’t build trust. They chip away at it. The fix is simple, but powerful: Make it a conversation. And then listen. What did they notice? What are they working on?

When feedforward is grounded in respect and curiosity, it becomes a shared process. Something you do with people, not to them. And that shift makes real growth possible for your people and your company.

What Happens When You Get This Right

As founders, leaders, and company builders, we’re not here to build compliant teams. We’re here to build teams that are productive, humane, and resilient.

That kind of culture doesn’t grow from checkbox reviews or annual evaluations. It grows from daily conversations. From honest moments of truth, clarity, and progress.

When you make feedforward a habit — and when it’s truthful, specific, and positive — you do more than just help people improve. You build trust. You deepen alignment. You create the conditions for real, sustained growth.

This kind of communication is essential. Not just for performance, but for the long game of building a company where people do great Work.

Because when you get this right, your company becomes the kind of place where people thrive.