Red Thread Connections

All our conversations—at work and beyond—are important in their intent and impact. Regardless of the topic, we often have opportunities to learn from each other about how these dialogues can create meaningful change. In this series of articles, I explore the impactful moments, insights, and lessons from my work with leaders, HR professionals, and employees—moments that reveal the red thread linking workplace conversations, creating those “ah ha” moments to the stories people carry home. Sharing these reflections hopefully inspires thoughtful conversations, fosters engagement, and empowers others to think and act differently. Whether it's a breakthrough in a performance discussion or a subtle shift in perspective, I hope these stories spark connections that resonate with you and your work.

Red Thread Connections: The Impact of Feedback

Recently, I coached a colleague—let’s call him Joe—who had presented a compensation project to the executive team. This was a significant step in Joe’s development, as compensation wasn’t part of his regular role, and presenting to executives was a major growth opportunity.

After the session, Joe sought feedback from his manager, who replied, “It was fine, but I still don’t really understand why we’re doing this project or its purpose.” Still shaken 24 hours later, Joe shared his frustration with the vague feedback and the emotional toll it had taken.

As we unpacked the situation, we explored two key perspectives:

1. The feedback Given – The manager’s comments lacked actionable guidance. Specific input, such as, “I wasn’t clear on how this aligns with our goals,” or asking clarifying questions, could have provided Joe with the insight needed to improve.

2. The Role of Leaders and Employees – Leaders aren’t perfect, and feedback isn’t always delivered as thoughtfully as it should be. I'm not saying the delivery was good, but we considered whether Joe’s manager even realized the impact of their comment. As an employee, Joe had an opportunity to advocate for himself by sharing how unclear feedback affected him and requesting more specificity—either in the moment or by circling back the next day.

Joe admitted that the feedback weighed on him. He replayed the conversation at home with his family. The frustration lingered, affecting his productivity the next day.

The Impact: Feedback can elevate or deflate confidence and motivation, often leaving a lasting impression and impacting trust. The red thread was clear in this case, but there was no positive connection!

Let’s explore what the manager could have done differently using the WRAP™ Feedback Model:

1. W - What Wowed the Leader: Acknowledge what went well—for example, Joe’s effort to step into a leadership role and take on a stretch assignment.

2. R - Raise the Concern: Clearly articulate what didn’t go well and its impact. The manager could have constructively expressed confusion about the project’s purpose.

3. A - Ask for Perspective: Invite employees to share their views. Questions like, “What context could help me better understand?” encourage dialogue and mutual understanding.

4. P - Pose a Solution: Collaborate on the next steps—for example, brainstorming ways to align project goals with executive expectations.

Using the WRAP™ model, leaders can turn feedback into a constructive and collaborative process, weaving a red thread between performance and development. Feedback isn’t just about addressing the moment—it’s an opportunity to make every conversation count!

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