Kim’s Message: Should You Give Feedback or Feedforward?

If you’ve attended any of CEA’s Leadership presentations over the years, you’ve probably heard us say, “feedback is a gift”. It’s true, people don’t know what we are thinking, and if we don’t share our thoughts with them, they will continue to do what they are doing—whether it’s right or wrong, good or bad.  Giving someone feedback is a gift because it helps avoid unmet expectations and future disappointments for everyone. However, feedback delivered poorly can leave people feeling judged instead of empowered to act differently. At our sister association's annual conference, the NAE, the keynote speaker, Chris Dyer, discussed Recent science which shows us that using the new approach of feedforward encourages growth without creating defensiveness.  Feedforward results in better conversations, stronger relationships, and empowers people to be their best selves.

As opposed to the traditional “feedback” style leaders have been encouraged to use over the years, feedforward is a future-looking alternative. Instead of focusing on something that’s gone wrong or needs correcting, “feedforward” focuses on improving the outcome of future projects.

Feedforward Versus Feedback

The main difference between feedforward and feedback is in reframing your discussion.

• (Traditional) Feedback is reactive—it looks backward at what has already happened, evaluates past behavior, and corrects or validates it. This can create shame and defensiveness.
  • Example: When you didn’t check your numbers on the charts you provided in the meeting, it really reflected poorly on our team and wasn’t productive.
• (Alternative) Feedforward is proactive—it looks forward, offering specific, actionable suggestions for how to do things differently next time.
  • Example: The next time you create a chart or report, please verify the results before sending it out to the company. I’m happy to be a second set of eyes on it. Can you do that?   

Situations for feedforward

Unless you specifically need to review a process or policy, step by step, to show someone where things broke down or how to complete that process in the future, feedforward generally works better.  Try choosing feedforward over feedback in these situations:

1. Before an action or project
   When the goal is to prepare someone for a task, set expectations, and prevent potential issues. For example, before a presentation, suggest a simpler slide layout and a breathing exercise to manage cadence when speaking.
2. When past performance is fixed and unchangeable
   Since you can’t alter what’s already done, focusing on the details of what went wrong can feel judgmental. Feedforward shifts the conversation to “what can you do differently next time?”
3. When you want to build trust
   Feedback can feel like criticism, even when well‑intentioned. Feedforward is non‑judgmental, empowering, and growth‑oriented, making it easier to accept.
4. When you want to develop skills and create an action plan
   Instead of just correcting errors, feedforward helps the person plan concrete steps for improvement, fostering confidence and ownership.
5. In coaching or mentoring for future success
   If the focus is on potential, opportunities, and next‑level performance, feedforward acts as a coaching tool rather than a performance audit.

Bottom line: Use feedforward when the priority is to guide future behavior, avoid repeating mistakes, and keep the conversation constructive and forward‑looking. Use feedback when the goal is to evaluate and correct past actions, or when someone asks you for feedback on a project.

What I’ve learned: When my husband doesn’t like the way I’ve handled something, he’ll often say, “moving forward honey, can you …” now I know he’s giving me feedforward, and that’s a gift!