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This is why high performers crave feedback
And how they implement it to improve and better themselves.
Watch any Olympic event, and you’ll notice this universal ritual: The moment an athlete completes their performance, they turn to their coach for feedback. There’s no defensiveness—just a hunger to know how to improve. They understand that even the smallest adjustment could be the difference between standing on the podium or watching from the sidelines.
For athletes, feedback is not criticism. It’s a tool for enhancement.
This mindset isn’t confined to sports. High performers in every field—whether that’s business, academia, or the arts—share an insatiable appetite for actionable feedback. It’s their secret weapon for continual improvement.
Why feedback fuels growth
Feedback often gets a bad reputation. Many people mistakenly view it as a critique of past performance or decisions. But reframing feedback as an investment in future growth shifts the narrative. High achievers don’t see it as an attack on their abilities. They see it as an opportunity to elevate their performance.
In organizations, feedback takes many forms: executives refining leadership skills through 360-degree reviews, entrepreneurs tweaking pitches after investor input, or creatives honing their craft with input from trusted peers. The best performers seek it proactively, seeing it as their competitive edge. They don’t just ask for feedback—they act on it.
1. Feedback is a collaboration, not criticism
Olympians focus on improvement, not excuses. Scott Hamilton, Olympic champion figure skater, shared with me the wise words his coach told him: “Never give excuses, offer reasons.” Excuses stall growth, Hamilton explained, but reasons illuminate areas for adjustment.
Similarly, Microsoft CEO Satya Nadella emphasizes the value of being a “learn-it-all” over a “know-it-all.” This echoes psychologist Carol Dweck’s work on mindsets: Individuals with a growth mindset embrace feedback as fuel for improvement, while those with a fixed mindset see it as a threat. High performers treat feedback as a collaborative effort to refine their skills, not a critique of their character.
2. Small adjustments can lead to big impact
Feedback doesn’t have to mean an overwhelming overhaul. Often, it’s minor tweaks—changing the tone of a presentation, adjusting priorities in a project—that lead to the biggest breakthroughs.
3. Don’t wait for feedback, ask for it
High performers actively seek feedback instead of waiting for annual reviews or chance encounters. By asking for input, they demonstrate curiosity and a commitment to growth. People are often eager to help those who genuinely want to improve.
When seeking feedback, specificity is key. Instead of asking, “Do you have any feedback?” try,“What’s one thing I could do to make this presentation more engaging?” Clear, targeted questions yield actionable insights.
4. Feedback is a continuous process
Annual performance reviews aren’t enough. That’s because feedback is most effective in two forms:
- Reflection-in-action: Immediate insights during the task, like an Olympian receiving real-time coaching from their coach on the sidelines during a competition.
- Reflection-on-action: Deliberate analysis after the fact, such as debriefing a major presentation to identify lessons for the future.
Turning feedback into action
Over time, this continuous feedback loop drives incremental changes that compound into significant growth.
To integrate feedback effectively, high performers follow these five strategies:
- Ask specific questions: Shift from vague to precise. Instead of, “How am I doing?” ask, “What’s one way I can make this project more impactful?” or, “What is an idea I should consider to shorten my time to closing a deal?”
- Build a feedback network: Seek diverse perspectives from managers, peers, clients, and stakeholders. Each offers unique insights. For example, ask, “What can I do to make this communication clearer?”
- Normalize feedback in teams: Foster a culture of regular, informal feedback. You can use after-action reviews—common in the military and healthcare—to refine processes and achieve better outcomes. When it becomes part of the tapestry of the organization, people learn to expect it. If you do it right, it offers an opportunity to extract a lesson from one event and use it in another.
- Act quickly: Show that you value input by implementing feedback as quickly as possible. Close the loop with the person who shared it—explain what you’ve changed or why you chose not to, which demonstrates intentional thought.
- Reflect and adjust: Self-reflection is as critical as external input. Review your work, look for areas of improvement, and experiment with new approaches. Consider recording yourself, practicing in front of a mirror, or viewing your performance from the perspective of key stakeholders.
Reframing feedback as a growth tool
Every project, like every athlete’s performance, is an experiment—a chance to refine and improve. By reframing feedback as an enabler of professional success, not a critique of abilities, you unlock the potential for lasting achievement.
Olympians rely on their coaches to fine-tune their performance. In the same way, embracing feedback with a growth mindset transforms high potential into high performance.
