Language matters—especially in leadership.
Throughout my work with leaders across Victoria, I’ve noticed something simple but powerful: the words we choose shape how our people experience us.
That’s why you’ll hear me talk about offering feedback rather than giving it in all my programs and writing.
Here’s why.
When we talk about giving feedback, it can sound like we’re handing something over with the expectation that the other person must take it, no questions asked. It implies a one-way transaction, and it often feels like a judgment. And let’s be honest, no one likes to feel judged.
But when we offer feedback, we create space for choice. We invite the other person into the conversation, rather than cornering them with our critique.
They can decide:
Whether they’re open to hearing it
How they want to reflect on it
What they choose to do next
That’s a more respectful and empowering approach—and it builds trust.
And trust is the foundation of great feedback conversations.
When feedback is offered, not forced, it becomes a tool for connection, not correction. This shift helps teams move from defensiveness to development, from avoidance to action.