The Feedback Vacuum
Why Silence Hurts Your Team More Than You Think
Imagine this: You’re managing a team, everyone seems busy, and things appear to be running smoothly. But beneath the surface, your team members are navigating a fog of uncertainty. They don’t know if they’re excelling or failing, if their contributions matter, or if they need to course-correct.
This is the “feedback vacuum”—a state where employees operate without knowing where they stand because their manager isn’t giving them clear, constructive feedback.
As a manager, you created and have to eliminate this vacuum. Without regular feedback, people make assumptions, often the wrong ones. They may assume no news is good news—or worse, that silence means failure. In reality, the absence of feedback isn’t neutral—it actively undermines performance, engagement, and growth.
Why an Information Vacuum is Dangerous
When employees don’t receive feedback:
They fill in the gaps with their own assumptions. Instead of knowing where they stand, they guess. Some may believe they’re doing great when they’re actually missing the mark. Others may think they’re underperforming and lose confidence.
Growth slows down. Without feedback, employees don’t know what to improve. Small mistakes become entrenched habits, and strengths remain underutilized.
Frustration builds. Employees want to know how they’re doing. If they don’t get feedback, they may feel ignored or undervalued, which leads to disengagement.
Trust erodes. If feedback only comes in the form of a performance review or a disciplinary conversation, employees begin to associate it with bad news. Instead of feeling supported, they feel blindsided.
Eliminating the feedback vacuum isn’t just about catching mistakes—it’s about helping your team do better, reinforcing what’s working, and ensuring everyone has the clarity they need to succeed.
Tips on Providing Feedback
Giving feedback doesn’t have to be difficult or time-consuming. In addition to using the Great Manager Feedback Process, here are some tips:
Make Feedback a Habit
Feedback shouldn’t be reserved for annual reviews or big projects. Instead, create a culture of ongoing feedback where employees hear both praise and constructive guidance regularly.
Use one-on-ones to offer insights on their work.
Provide real-time feedback when you notice something worth mentioning.
Encourage peer-to-peer feedback within your team.
When feedback becomes routine, it feels natural and expected rather than stressful or punitive.
Balance Positive and Constructive Feedback
Many managers worry about giving constructive feedback because they don’t want to discourage employees. The key is to balance it with positive reinforcement.
Acknowledge what’s working before diving into areas for improvement.
Be specific—don’t just say “good job,” explain what was effective.
Use the “what, why, how” method: What they did well (or need to improve), why it matters, and how they can adjust.
Example: Instead of saying, “You need to speak up more in meetings,” try:
“I noticed you had great insights during our discussion, but you hesitated to share them. Your perspective is valuable, and I’d love to see you contribute more in meetings. One way to start could be preparing a point or two in advance to boost your confidence.”
This approach makes feedback constructive rather than critical.
Be Clear and Direct
Vague feedback creates more confusion than clarity. Employees need to know “exactly” what they should keep doing and what they should change.
Instead of “You need to improve your reports,” say: “Your reports are thorough, but adding a summary at the top would make them more digestible for executives.”
Instead of “Your presentation wasn’t great,” say: “Your content was solid, but speaking slower and making more eye contact will help engage your audience.”
The clearer your feedback, the more actionable it becomes.
Make It a Two-Way Conversation
Feedback shouldn’t be a monologue—it should be a dialogue. Give employees space to ask questions, share their perspective, and reflect on the feedback.
Ask, “How do you feel about this feedback?”
Encourage their thoughts: “Does this resonate with you? What do you think could help?”
Offer support: “What do you need from me to improve in this area?”
When employees feel heard, they’re more likely to accept and act on feedback.
Tie Feedback to Growth and Development
Feedback shouldn’t feel like a list of corrections—it should be framed as an opportunity for development. Employees are more receptive when they understand how feedback helps them progress.
Connect it to their goals: “I know you want to take on more leadership opportunities. Improving your delegation skills will help you get there.”
Show them the impact: “When you ran that meeting efficiently, it saved the team time. Keep leading discussions like that.”
People are more motivated when they see how feedback contributes to their long-term success.
Conclusion
Feedback isn’t just about fixing mistakes—it’s about creating clarity, building confidence, and helping employees perform at their best. As a middle manager, you have the power to eliminate the information vacuum by providing regular, constructive, and balanced feedback.
When you make feedback a normal, expected part of your team’s culture, people no longer have to guess how they’re doing. Instead, they’ll have the direction they need to grow, improve, and contribute at their highest level.
So, start today—don’t let silence be the loudest message your team hears.