Gallup’s 2026 engagement data turned up a finding that caught my attention. Employees who received meaningful feedback in the past week are fully engaged 80 percent of the time, regardless of whether they work in an office, from home, or in some hybrid mix. That number is hard to ignore. In my work with executive teams, I see feedback treated as an event. It happens at review time, when something goes wrong, or when HR asks for a rating. The research keeps pointing somewhere else. Feedback isn’t a moment. It’s a climate.

And most teams haven’t built that climate yet.

A large 2026 meta-analysis found that employees who strongly believe they receive valuable performance feedback from colleagues are 57 percent less likely to experience burnout. Organizations with strong feedback cultures report 14.9 percent lower turnover. Business units whose managers themselves receive regular feedback show 8.9 percent higher profitability than those whose managers don’t. These are not soft returns. They show up in the numbers leaders already care about.

So why are so many organizations still stuck?

The problem isn’t that leaders don’t give feedback

The problem is the feedback they give often isn’t working.

Harvard Business Review’s March 2026 article, When Feedback Crosses the Line, put words around something I see constantly in executive coaching. Feedback that comes across as belittling or dismissive doesn’t just fail to improve performance. It actively impairs it. People go quiet. They start managing their image instead of their work. They stop taking reasonable risks. What the leader intended as candor registers as threat.

This matters because the absence of good feedback and the presence of bad feedback look nothing alike from inside the team. One feels like neglect. The other feels like danger. Both quietly erode performance, and they require very different fixes.

What strong feedback cultures do differently

When I look at teams that have actually built something durable here, a few patterns keep showing up.

They separate observations from reactions. Leaders on these teams have trained themselves to name what they saw before they name what they thought about it. “In the meeting, you interrupted Marcus three times in ten minutes” lands very differently than “You’re dominating conversations again.” One gives the person something to work with. The other hands them a verdict.

They make feedback mutual. A SHRM report published earlier this year found that 46 percent of Chief Human Resource Officers identified leadership and manager development as their top priority for 2026, the second year running. Most of that push focuses on managers getting better at giving feedback. The missing half is managers getting better at receiving it. 360-degree feedback, done carefully, can lift leadership effectiveness by as much as 30 percent, according to Zenger Folkman’s longitudinal data. The direction of feedback that matters most is usually upward.

They protect the psychological conditions that let feedback land. Feedback cultures don’t fail because people lack the skill to phrase things well. They fail because people don’t feel safe enough to be honest in either direction. Amy Edmondson’s work on psychological safety is the anchor here, and the connection holds in every team I’ve worked with. If the baseline safety isn’t there, no feedback framework will save you. If it is, even clumsy feedback tends to get absorbed and used.

Three practical shifts for leaders this quarter

If you’re reading this and suspecting your team’s feedback climate could be stronger, here’s where I’d start.

First, ask each direct report one specific question and sit with the answer. “What’s something I’m doing that you’d like me to do less of?” Don’t rebut. Don’t explain. Write it down, thank them, and come back in two weeks with what you actually changed.

Second, build in friction before you deliver hard feedback. Write the observation down. Let it sit for twenty-four hours. Then ask yourself whether what you drafted is about the work or about your frustration with the person. That pause is the single best safeguard against feedback that crosses the line.

Third, normalize small, frequent moments of feedback across the team. The research is clear that weekly beats quarterly by a wide margin. The best teams I see talk about performance the way they talk about the weather. Regularly, low-stakes, with curiosity.

The takeaway

Feedback cultures aren’t built by policy. They’re built by leaders who practice them in public, make it safe to push back, and treat learning as something that moves in every direction. The 2026 evidence is giving us a clearer picture than ever of what actually works. The question is whether we’ll act on it.

If you want help strengthening the feedback and learning culture on your leadership team, I work with executives and their teams on exactly this. You can learn more at drtessbreen.com/work-with-me.