The Culture of Upward Feedback: How to Help Managers Grow

In today’s fast-changing professional world—where collaboration, transparency, and continuous learning are essential—feedback remains one of the most powerful tools for growth. Not just for employees, but also for managers. While feedback traditionally flows top-down, more and more forward-thinking organizations are encouraging a new direction: upward feedback—from team to leader.

But how do you do this without fear, tension, or seeming disrespectful? How do you create a healthy environment where managers can truly learn from those they lead? The answer lies in building a culture of authentic upward feedback.

What Is Upward Feedback and Why Does It Matter?

Upward feedback refers to the process by which employees provide constructive input to their managers about their leadership style, decision-making, communication, and impact on the team.

Why is it important?

• Because even managers need a mirror to see how they’re perceived.

• Because toxic or inefficient behaviors often go unnoticed without honest feedback.

• Because managers who listen, grow—and so do their teams.

In a healthy culture, upward feedback is not an act of rebellion, but a sign of maturity and mutual trust.

Why Do Employees Avoid Giving Feedback to Managers?

Even in open environments, upward feedback can be a delicate topic. Here are some common barriers

• Fear of retaliation: “If I speak up, I might face consequences.”

• Impostor syndrome: “Who am I to tell my manager what to do?”

• Lack of a safe setting: No clear channels or appropriate moments to share honestly.

• Confusion between feedback and criticism: Many people associate feedback with complaints rather than growth.

Overcoming these blocks requires both a shift in mindset and the right structures in place.

How to Build a Healthy Upward Feedback Culture

1. Normalize the Idea That Leaders Are Learners

Start by clearly conveying that managers are not infallible. Great leaders understand that learning is ongoing and that every team member can offer valuable perspectives.

The organization must explicitly encourage upward feedback as a form of collaboration, not confrontation.

2. Create Psychological Safety

Honest feedback only thrives in an environment of trust and safety. This means:

• Managers who actively ask for feedback and don’t get defensive.

• Teams that know they won’t be punished for honesty.

• Feedback delivered in a confidential and empathetic space, not publicly or emotionally.

3. Use Structured Feedback Tools

Upward feedback works best when structured. Examples include:

• Anonymous surveys (monthly or quarterly)

• 360° feedback reviews

• One-on-one check-ins where the manager asks: “What can I do better to support you?”

These tools give people the time and space for thoughtful input—not impulsive reactions.

4. Teach Empathetic Communication Skills

Not everyone knows how to give constructive feedback. Offer support with:

• Tools like the “Feedback sandwich” (positive – improvement area – positive)

• Helpful phrases: “I’ve noticed that…”, “It would help me if…”, “When X happens, I feel Y.”

• Workshops on assertive and compassionate communication

The goal: talk with people, not about them.

5. Show That Feedback Leads to Action

Nothing discourages feedback more than the feeling that “nothing ever changes.”

Managers must show that they:

• Listened

• Understood

• Took action, even in small ways

Even if change is slow, they can say: “I heard you, and I’m working on it.”

How Managers Benefit from Upward Feedback

Managers who embrace feedback become:

• More in touch with their team’s reality

• More empathetic in their decisions and communication

• Better problem solvers and motivators

• More respected, because they show vulnerability and a growth mindset

In addition, leaders who seek and apply feedback set a positive example: “This is what being an open, evolving professional looks like.”

When Upward Feedback Becomes Culture

Imagine a team where someone can openly say:

“I could meet deadlines more easily if we had clearer expectations from the start.” And the manager replies: “Thank you for telling me. I’ll be more mindful when assigning tasks moving forward.”

That’s upward feedback in action: collaboration, growth, and mutual respect. It’s not about blame—it’s about asking: “How can we be better, together?”

Conclusion: Great Leaders Don’t Fear Feedback—They Invite It

Upward feedback isn’t criticism—it’s shared leadership. When companies build a culture where every voice matters, not only do managers grow—the entire workplace becomes more human, intelligent, and adaptable.

In a world of constant change, the most effective leaders are the ones who know how to listen. And to learn. Even from the people they lead.