How to Give Feedback That Actually Moves the Work Forward
It happens all the time. A creative review begins with the best of intentions, but somewhere between “Can you make it pop more?” and “This just isn’t doing it for me,” the conversation derails. Instead of clarity, we end up with confusion. Instead of better work, we get a team that feels deflated or defensive.
Here’s the truth: giving feedback is a skill. A learned, practiced, honed skill — not a personality trait or a leadership perk. When done well, it doesn’t just critique the work; it sharpens it. It doesn’t just guide the team; it energizes them. So let’s unpack how to make feedback something your creatives look forward to, not fear.
The Real Purpose of Feedback
Feedback isn’t about what you like. It’s about what the work needs. That distinction changes everything. When we frame feedback as a service to the work — not a reflection of our personal taste — we take ego out of the room. It’s not about who’s right; it’s about what’s right for the goal.
Start With Intent, Not Opinion
Instead of “I don’t like this color,” ask: “What feeling were we trying to evoke here? Do we think this color is supporting that feeling?” The shift from judging to exploring creates space for dialogue. It keeps the team thinking instead of reacting.
Be Specific — Vague Feedback Kills Momentum
General comments like “It needs more energy” or “Make it cleaner” often leave creatives stuck guessing what you mean. Replace them with observations grounded in the work:
- “The hero image feels heavy. Could we try a lighter visual that draws the eye upward?”
- “The rhythm in this copy is strong, but the second paragraph loses clarity. What are we really trying to say there?”
Critique the Work, Not the Person
Always keep the feedback on the table, not aimed at the chair. That means saying things like, "This layout feels crowded" rather than "You made this too busy." Subtle shift — major impact.
Use Questions to Invite Collaboration
The best feedback doesn’t have to have all the answers. In fact, it often works better when it doesn’t. Try asking:
- "What were you hoping this moment would communicate?"
- "What else did you try before landing here?"
- "Do you feel like this solves the original problem?"
These questions don’t just clarify — they build trust. They signal respect for the creative’s process.
Make Room for Response
Feedback is not a monologue. It’s a conversation. After offering thoughts, give space to hear back. Ask, "How’s that landing with you?" or "Does that give you a helpful direction to work with?"
Affirm What’s Working
Don’t skip over the strong parts. Pointing out what’s effective helps your team know what to keep — and what to do more of. It also makes tough feedback easier to hear because the creative feels seen, not steamrolled.
Match Your Energy to the Stakes
Not every piece of feedback needs to be a deep dive. For low-stakes work, a quick note or comment may be plenty. For high-visibility or mission-critical work, give your feedback time and presence. The way you show up sends a signal about what matters.
Example: A Real Rewrite in Action
Here’s a quick before/after from a recent critique session I led:
Before: "This doesn’t really work. I just don’t like the tone."
After: "The tone feels a bit casual for this audience. Can we aim for something more confident and reassuring — especially in the opening line?"
Same observation. Vastly different result.
Feedback That Builds Culture
When feedback becomes a shared language — respectful, clear, purposeful — the whole culture shifts. People take more risks because they trust they’ll be caught, not cut down. The bar rises not because of pressure, but because of possibility.
Final Thought
It takes time to build the kind of feedback practice that moves work forward without stalling hearts. But once you get there, you won’t want to go back.
Still figuring out how to lead feedback sessions with clarity and care? Contact me here — I help leaders build better creative teams, one review at a time.