The way leaders give feedback to employees can determine the level of team engagement and company results. When poorly managed, return can generate insecurity, demotivation, and a decline in performance. Instead of functioning as a growth instrument, traditional feedback—focused only on pointing out errors—can become a factor of wear and tear.
ToAlexandre Slivnik, specialist in service excellence and vice-president of the Brazilian Association of Training and Development (ABTD), it is time to rethink this model and adopt a culture that values positive behaviors. He states that the most common practice—pointing out only what needs to be corrected—can, in fact, compromise team engagement and impact the company's results.
"The most effective feedback is the one that amplifies what already works well. When the leader clearly recognizes a positive behavior, it increases the chances of that behavior being repeated. This builds trust and strengthens the team," he reveals.
Slivnik advocates for an approach known asfeedforward, which consists of highlighting well-executed actions instead of focusing only on failures. For him, recognizing good practices has more impact than isolated corrections. "It is more important to focus on correct actions than on mistakes. And, of course, this does not mean that one should not point out what needs to be improved. But when there is a balance—with a predominance of positive feedback—the employee feels more secure to hear suggestions and grow from them," he points out.
Positive reinforcement as a development strategy
A common example, according to the expert, is an employee who serves a customer well, but instead of receiving praise for good performance, immediately hears a suggestion about what they could have done better. "This type of response reduces enthusiasm and devalues effort. Ideally, one should highlight what went well — such as the way of communicating, attentive eye contact, or clarity in explanation. When praise is specific and targeted, it tends to be repeated," he declares.
Slivnik emphasizes that the goal is not to avoid corrective feedback, but to build an environment where recognition is the starting point. "When the employee constantly hears only what needs to be corrected, the tendency is to withdraw. But if positive feedback is more frequent, they will better absorb any suggestion for improvement," he says.
Stimulus to trust and a culture of recognition
Data from a Gallup survey indicate that employees who receive frequent recognition are twice as likely to describe their team as excellent and are up to three times more engaged at work. The same research shows that leaders who provide regular and positive feedback contribute to an increase of up to 24% in company profitability.
For Slivnik, the secret is to observe and reinforce the attitudes that deserve to be valued. This creates a virtuous cycle: positive behaviors become a reference, and feedback ceases to be a risk to become a powerful development tool. "When leadership uses feedback with awareness, empathy, and strategy, it transforms the company's atmosphere. The enchantment begins within the organization, with the team being recognized for their best qualities," she concludes.
