Feedback vs. Feedforward: Transforming Organizational Growth and Leadership
- Marcus D. Taylor, MBA
- Mar 11
- 4 min read
What I Learned at Education 2.0 in Las Vegas (2025)
While attending the Education 2.0 Conference in Las Vegas in 2025, I had the opportunity to sit in a panel discussion where thought leaders in leadership development and organizational strategy explored the evolving role of feedback and feedforward in fostering innovation and growth. What struck me most was how organizations often rely too heavily on feedback—looking backward at past actions—while underutilizing feedforward, a powerful tool to drive future success.
One speaker shared a compelling analogy: “Feedback is like a rearview mirror—it shows you where you’ve been. Feedforward is the windshield—it helps you see where you’re going.” This perspective shifted my own approach to leadership, coaching, and professional development, reinforcing the importance of balancing both approaches to create a thriving, high-performing culture.
This blog will explore the key differences between feedback and feedforward, provide peer-reviewed insights, and offer actionable strategies to integrate both effectively into your organization.
Understanding Feedback and Feedforward
What is Feedback?
Feedback is information about past actions provided to reinforce or correct behavior. It’s widely used in performance evaluations, coaching, and learning processes. While it can be valuable, feedback often focuses on what went wrong rather than guiding future improvement.
Example of Feedback in an Organization:
A manager tells an employee:"Your last presentation lacked structure, and you didn’t engage the audience effectively."
While this feedback identifies a past issue, it doesn’t necessarily provide a solution or pathway for improvement.
Benefits of Feedback:
Identifies strengths and weaknesses
Provides a sense of accountability
Reinforces positive behaviors
Can improve performance when delivered constructively
Challenges of Feedback:
Often feels critical rather than developmental
May lower motivation if overly focused on past mistakes
Not always actionable or solution-oriented
What is Feedforward?
Feedforward, a term popularized by executive coach Marshall Goldsmith (2002), shifts the focus from evaluating the past to improving future outcomes. Instead of dwelling on mistakes, it offers guidance and actionable strategies for better performance.
Example of Feedforward in an Organization:
A manager tells an employee:"For your next presentation, try using a storytelling technique and interactive visuals to engage the audience more effectively."
This approach acknowledges areas for improvement but focuses on future success, making it motivational and solution-oriented.
Benefits of Feedforward:
Encourages growth and innovation
Feels less personal and critical
Focuses on solutions rather than mistakes
Boosts engagement and motivation
Helps build a culture of continuous learning
Challenges of Feedforward:
May require a mindset shift from traditional feedback-based management
Can feel less concrete if not paired with measurable outcomes
Needs to be specific and actionable to be effective
The Science Behind Feedback and Feedforward
Peer-Reviewed Insights
Research suggests that traditional feedback can be limiting, especially when not paired with a clear roadmap for improvement.
Stone & Heen (2014) in Thanks for the Feedback highlight that feedback is often received defensively, making it less effective for long-term growth.
Kluger & DeNisi (1996) conducted a meta-analysis showing that over 30 percent of feedback interventions actually decreased performance due to negative emotions and lack of future direction.
Goldsmith (2010) emphasizes that feedforward is more effective in leadership development because it creates a positive, forward-focused approach to professional growth.
The Neuroscience Perspective
Dweck (2006) found that growth-mindset cultures—which emphasize learning from the past but focusing on future improvement—lead to higher motivation and resilience.
Heaphy & Losada (2004) found that high-performing teams receive at least 5.6 positive or feedforward comments for every one piece of negative feedback. Low-performing teams had a 1:1 ratio, indicating that a forward-looking approach significantly impacts performance.
How to Use Feedback and Feedforward Effectively in Your Organization
1. Balance Feedback and Feedforward
Use feedback for reflection, accountability, and learning.
Use feedforward for growth, improvement, and motivation.
Encourage a 2:1 ratio, providing two pieces of feedforward for every piece of constructive feedback.
Example:
Unbalanced feedback-only approach:"Your sales numbers were below expectations last quarter."
Balanced approach: "Your sales numbers were below expectations last quarter. Next quarter, try focusing on personalized client outreach and leveraging social proof to increase engagement."
2. Make Feedback Constructive and Growth-Oriented
Avoid blame-focused feedback.
Frame feedback as a learning opportunity rather than a judgment.
Use specific, behavior-based language rather than vague criticism.
Example:
"You didn’t do a good job leading that project."Instead:"In your next project, try setting clearer milestones and involving the team in decision-making to ensure smoother execution."
3. Deliver Feedforward in Coaching and Leadership
Leaders should coach employees toward success rather than simply evaluating past mistakes.
4. Foster a Culture of Feedforward in Performance Reviews
Performance reviews should be future-focused, offering strategies for success rather than only evaluating past results.
Final Thoughts: Shaping a Forward-Thinking Organization
Attending the Education 2.0 Conference reinforced my belief that organizations must move beyond traditional feedback and embrace feedforward strategies to foster continuous growth. The key is balance—feedback helps us learn from the past, while feedforward helps us create a better future.
By integrating both approaches, leaders, managers, and educators can cultivate a high-performance, innovation-driven culture where individuals feel empowered to improve rather than criticized for past mistakes.
References
Dweck, C. S. (2006). Mindset: The New Psychology of Success. Random House.
Goldsmith, M. (2002). Feedforward: Coaching for Behavioral Change. Harvard Business Review.
Goldsmith, M. (2010). What Got You Here Won’t Get You There: How Successful People Become Even More Successful. Hachette Books.
Heaphy, E. D., & Losada, M. (2004). The role of positivity and connectivity in the performance of business teams. American Behavioral Scientist, 47(6), 740-765.
Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 119(2), 254-284.
Stone, D., & Heen, S. (2014). Thanks for the Feedback: The Science and Art of Receiving Feedback Well. Harvard Business Review Press.
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