The Principles of Personal Leadership: A Path to Transformational Leadership Principle #9: Provide Timely, Clear, and Specific Feedback

Inspired by Mark Sasscer’s Accountability Now! (Sasscer, 2016)

Feedback is a Gift

Every person has the desire to grow, yet growth rarely happens in isolation. We all need perspective, encouragement, and sometimes correction to help us reach our fullest potential. Every leader knows that feedback is important, yet few consistently deliver it in a way that drives growth. Transformational leaders understand that feedback is more than evaluation, it’s a catalyst for growth.

When feedback is offered with clarity, timeliness, and respect, feedback empowers individuals to own their development and strengthens trust between leaders and their teams. Transformational leaders understand this truth and embrace feedback not as a burden, but as a gift.

The timing of feedback is also critical. Feedback delayed is feedback denied. A vague comment like “Good job” may feel encouraging in the moment, but it rarely provides direction. On the other hand, clear and timely feedback communicates exactly what worked, what didn’t, and how someone can move forward. It transforms interaction into a steppingstone for progress. It communicates to others: “I believe in you enough to invest in your growth.” It’s also an investment in your team and organization. As Mark so eloquently states, “Doing nothing is doing something.” “Tolerating poor performance by a few employees will undermine the discretionary effort of those who regularly meet expectations.”

Why Timing and Clarity Matter

Feedback is most powerful when it is timely. A word of encouragement or guidance offered close to the moment allows someone to immediately learn, adjust, or lean into a strength. Delay often diminishes impact.

Think about the difference between course correcting mid-flight versus after landing. In aviation, feedback comes instantly—altitude adjustments, speed corrections, and navigation cues. Without that real-time input, small errors could compound into a catastrophe. The same is true in leadership. If we wait weeks or months to share feedback, the opportunity for meaningful impact is lost.

Equally important is clarity. Vague feedback like “You’re doing fine” rarely helps someone understand what they’re doing well or how they might improve. But specific words “The way you explained treatment options to the patient today brought calm to a difficult moment. That’s a strength and it is commendable” offer both direction and affirmation.

Feedback as Empowerment

Effective feedback focuses on equipping others with the insight and tools they need to succeed, rather than controlling them. When leaders frame feedback as an investment in someone’s growth, it changes everything. People stop dreading it and begin to crave it.

Equally important is tailoring feedback to the individual. Some people need direct, concise direction. Others thrive with context and encouragement. Leaders who know their people well enough to deliver feedback in the right “language” ensure that their words are received as constructive rather than critical. Open, honest and transparent dialogue encourages individuals to stretch, to take ownership of their development, and to know they are a valued member of the team.

Strategies to Strengthen Feedback Culture

• Deliver feedback close to the moment. Don’t wait for a performance review—use the present as a teaching moment. When feedback is delayed until a quarterly or annual review, it often feels like judgment rather than development.

• Be specific. Replace “Great job today” with “Your clear communication in that family meeting helped reduce tension and ensured alignment.” Clear, targeted language makes improvement possible.

• Balance candor with care. Honesty is essential, but delivery matters. Speak with respect, not reproach. When feedback comes from a place of belief in the other person’s potential, it is heard as encouragement, even when the message is tough. For example, “Your note documentation is often incomplete” lands much differently than “Your note documentation is sometimes missing key elements. I know you’re capable of excellence here—let’s work together to make sure your notes consistently reflect that.”

• Focus on behaviors, not character. Feedback should highlight what someone does, not who they are. When feedback feels like a judgment of character, it closes people down. When it addresses behaviors, it invites change. For example, “You’re disorganized” feels like a personal attack. But “The chart wasn’t completed on time, which delayed the care team’s planning” isolates the behavior and its impact. Behavior can be adjusted; character feels fixed.

• Invite dialogue. Feedback should be a two-way street. The best feedback isn’t a lecture, it’s a conversation. When leaders invite input, they transform feedback from a one-sided critique into a collaborative path forward. Ask, “How did that feel for you?” or “What support would help you improve?”

Questions to Ponder

• How can I use feedback as a tool to empower and uplift others while driving organizational success?

• Do I take the time to celebrate specific strengths in others, or do I default to generalities?

• How can I ensure my feedback helps someone move forward with confidence rather than hesitation?

  
  

Final Thoughts

Feedback, given well, is a profound act of leadership. It provides clarity, fosters confidence, and inspires growth. It is one of the simplest yet most powerful ways leaders can show belief in the people they serve.

This series draws inspiration from Mark Sasscer’s Accountability Now! Living the Ten Principles of Personal Leadership. His work continues to influence my thinking and serve as a foundation for those of us committed to leading with clarity and intention.

As always, I welcome your reflections. Feel free to leave a comment or connect with me at scott@drscottwolf.com. I’d love to hear your perspective.