Tomorrow is Election Day in the U.S., and every citizen has the opportunity to vote. Yet many won’t.
Not because people don’t care, but because they don’t believe their vote or voice will make a difference. Organizations are microcosms of our society. Civic and organizational disengagement have a lot in common.
I’ve been hearing from leaders:
“We sent out a survey and barely anyone responded.” “No one speaks up in meetings.” “Why won’t my team just give me honest feedback?”What looks like apathy is often something deeper. When people stop seeing action, they stop engaging.
If you’re a manager or leader, you’re likely trying to do more with less while also tending to your team. Things fall through the cracks, not from malice but from overwhelm.
When was the last time your team saw action from the feedback they gave you?
If you’re looking to rebuild trust and increase engagement, don’t send out a new survey. Start with the last one, and bring it back to your team. Ask if it still matters. Then make it happen.
Action generates trust. Trust invites engagement. That’s where our Feedback Equation™ comes in.
Context + Clarity + Care
This framework works in all directions, from managing up to giving peer feedback or holding your direct reports accountable. However, it’s not always a straightforward conversation, especially when office politics, power dynamics, and personality differences are at the forefront.
Here’s an example of giving upward feedback to a micromanaging supervisor:
“In our past three check-ins, I’ve noticed you’ve been giving me a lot more detailed direction than usual and revisiting tasks I’ve already completed.
Typically, I’ve had more autonomy in my role and in working with you. I care about doing excellent work and having a strong working relationship with you. Has something changed with how you’re viewing my performance? Is there something that I need to adjust on my end?”
This demonstrates:
Context – Describing the shift from past experience Clarity – Naming the specific behavior Care – Expressing investment in the work and the relationshipIt’s respectful, transparent, and invites collaboration rather than defensiveness.
Risky but Necessary Feedback: Navigating Power, Emotion, and the Fear of Getting It Wrong.
In our upcoming free webinar, we’ll break down more real-life examples like this for giving feedback up, across, and down, especially when it feels risky or emotionally loaded.
Risky but Necessary Feedback: Navigating Power, Emotion, and the Fear of Getting It Wrong
Tuesday, November 18, 2025, 12:30pm – 1:15pm ET
Registration linkCan’t join live? Register anyway, and we’ll send you the recording and handout.