Building Open Communication: Leaders Share Tips and Experiences

A leader can build a culture of feedback by normalizing it as a regular conversation rather than a rare event. When feedback is frequent, balanced, and specific, it stops feeling like criticism and starts feeling like guidance. One of the best examples from my own experience was early in my career when a leader told me directly that I was overexplaining in meetings, which sometimes caused me to lose my audience. It was hard to hear at first, but because she paired it with encouragement and offered a simple tactic—pause after making the main point to invite questions—it stuck with me. That feedback changed how I communicate and ultimately made me more effective in client settings. The lesson I carry forward is that constructive criticism lands best when it is delivered with the intent to help someone grow, not to point out flaws, and when leaders model receiving feedback themselves, it creates trust for everyone else to do the same.

Lead with Curiosity, Not Correction

Leaders can cultivate a culture of open communication by shifting their mindset from correction to curiosity. Instead of jumping to fix a problem based on their own standards, they must first seek to understand the employee’s perspective. In our KEYS methodology, a framework for self-reflection and conscious growth, we use a simple but powerful question to facilitate this: “How has it helped you, that things have been this way until now?” This question transforms a top-down critique into a collaborative dialogue, leading to more authentic and lasting change. I once had a leader who, instead of criticizing my seemingly slow process, simply asked about my thinking. That single act of curiosity allowed me to explain the hidden risks I was mitigating, turning a potential critique into a moment of shared understanding and trust.

The delivery of constructive feedback becomes most effective through goal-oriented approaches which maintain consistent feedback patterns. Leaders need to communicate that feedback serves as a development tool rather than a disciplinary measure. Employees will accept feedback when they recognize its ability to help them achieve future success. The approach transforms feedback delivery from negative correction to positive empowerment.

A mentor shared with me at the beginning of my career that I should distribute my responsibilities to others instead of handling everything myself. The feedback forced me to question my initial approach, but it enabled me to start delegating work to others. Synergy evolved into a community-based organization through the implementation of accountability principles. The process of following feedback guidance allowed me to witness its ability to expand both individual capabilities and organizational growth.

Creating a culture of feedback requires leaders to model openness and demonstrate that questions are valued, not punished. Early in my career, I worked at a small company where I was intimidated by the owner but decided to respectfully ask about the purpose behind a task I was assigned. Not only did this clarify my understanding, but the owner actually praised me for asking the question, completely changing our working relationship. This experience taught me that encouraging questions and creating psychological safety allows team members to engage more fully and creates an environment where feedback can flow naturally in both directions.

The delivery of feedback depends on an organizational culture that supports mentorship. Leaders need to present constructive feedback as guidance which stems from their genuine care and professional dedication. People respond better to feedback when they perceive their leaders as coaches instead of critics because this mindset makes them more receptive to feedback and better at implementing it. The method enables staff members to develop their abilities while maintaining their dedication to the organization.

During my first years as an orthodontist, my colleague pointed out that I delivered patient care too quickly, even though my clinical work showed promise. This information transformed my way of thinking. I dedicated myself to developing both effective communication skills and clear delivery methods while maintaining my focus on technical accuracy. At Kunik Orthodontics, we deliver patient care through the combination of professional expertise and compassionate treatment, which we maintain today.

The most successful leaders establish connections between feedback and organizational purpose. Constructive feedback needs to provide answers about its necessary connection to the organization’s overall mission. The process of clear reasoning transforms criticism into a collective sense of responsibility. People become more willing to receive and implement feedback when they understand changes and their significance to the organization.

A senior colleague at InGenius Prep shared with me that I dedicated too much time to system development instead of providing individualized support to students. The feedback proved difficult to accept, yet it proved essential for my development. The feedback taught me that education always centers on the needs of students above all else. Our programs achieved their greatest success through our decision to make personalized guidance our core approach.

Constructive criticism has to be just that – constructive. You shouldn’t be just telling your employees what they are doing wrong or flat-out criticizing them. Every comment should have the express purpose of helping that person grow. And, you should have a positive, encouraging tone when you give constructive criticism, because people are always going to be more receptive to that, and it helps cultivate a culture of feedback where people don’t dread receiving it.