Giving feedback is one of the most discussed topics in management. But what if there is a more effective way to help your team grow? Feedforward is a refreshing approach that doesn't look back at what went wrong, but looks forward to what can be improved. In this article, you will read exactly what feedforward entails, why it works so well, and how you can apply it immediately in your daily practice as a manager.
What is feedforward?
Feedforward is a method popularized by Marshall Goldsmith, one of the most influential leadership coaches in the world. While feedback focuses on the past—what went wrong or right—feedforward focuses on the future. It revolves around offering suggestions and ideas for future behavior, without judging what has already happened.
The core idea is simple yet powerful: people cannot change the past, but they can influence their future behavior. By focusing on what someone can do rather than what they have done wrong, you create a more positive and productive conversational dynamic.
Why feedforward is more effective than traditional feedback
Traditional feedback has a number of well-known pitfalls. Many people perceive feedback as a personal attack, causing them to become defensive. As a result, the message fails to get across, no matter how well you phrase it. Feedforward bypasses this resistance in an elegant way.
First, feedforward reduces defensive behavior. Because you look forward to possibilities rather than looking back at mistakes, the recipient feels less attacked. Second, feedforward is more concrete and action-oriented. Instead of saying “your presentation was too long,” you say, “for your next presentation, you might consider covering a maximum of three key points.” This immediately provides a tool to work with.
Moreover, feedforward stimulates a growth mindset. It is not about what is wrong with you as a person, but about what you can develop. This aligns with what we know about effective personal developmentGrowth begins with the belief that you can improve.
The four principles of feedforward
To apply feedforward effectively, it is important to understand the four core principles:
1. Formulating with a future-oriented approach
Every suggestion begins with words like “next time you could…”, “consider…” or “a tip for the future is…”. You consciously avoid references to the past. This may sound subtle, but it makes a big difference in how the message is received.
2. Specific and behavior-oriented
Just like good feedback, feedforward must be specific. Vague suggestions like “try to do better next time” help no one. State concretely what behavior you want to see so that the recipient can act on it immediately.
3. Positively formulated
Feedforward is always framed positively. You describe what you want to see, not what you don't want to see. Instead of “stop interrupting colleagues,” it becomes “it would be valuable to let others finish speaking in meetings before you respond.”
4. Equal and inviting
With feedforward, there is no hierarchical difference. Everyone on the team can give feedforward, from intern to director. This makes it a powerful tool to foster an open culture where learning is central.
Feedforward in practice: here is how to start tomorrow
Applying feedforward doesn't have to be complicated. Here are five concrete steps to get started:
Start with yourself. Ask three colleagues: “What is one thing I could do in the future to collaborate more effectively?” Listen without reacting or becoming defensive. This not only provides valuable insights but also shows that you are open to growth.
Introduce it in team meetings. Conclude every meeting with a short feedforward round: “What can we do better next time?” This makes it a natural part of the team culture.
Use the feedforward exercise. Have team members share an area for development in pairs. The other person then provides two concrete, future-oriented suggestions. Afterwards, switch roles. This exercise takes ten minutes and yields immediately usable insights.
Combine it with existing conversation cycles. Use feedforward as a supplement to performance reviews and appraisal interviews. Start the conversation with a feedforward focus: what development does the employee want to achieve, and what suggestions do you have for that?
Make it visual. Create a feedforward board where team members can hang suggestions for each other. This lowers the barrier and makes feedforward playful and accessible.
Feedforward and other conversation techniques
Feedforward works best in combination with other communication skills. Active listening forms the basis: you can only offer good future-oriented suggestions if you clearly understand what the other person needs. Also your leadership style plays a role. A coaching style naturally fits well with feedforward, while a more directive style requires a more conscious switch.
The beauty of feedforward is that it is complementary to feedback. You don't have to completely replace feedback—sometimes it is necessary to look back at what has happened. But by using feedforward as the standard and feedback as a supplement, you shift the focus towards growth and development.
Make feedforward part of your leadership style
Feedforward is more than a technique — it is a way of thinking about how to help people grow. As a manager, you have the power to change the conversational culture in your team. By using feedforward structurally, you create an environment where mistakes are learning opportunities and development takes center stage. Do you want to strengthen your communication skills as a leader? Check out the management and leadership training by Kenneth Smit and discover how to take your team to the next level.
Feedback looks back at the past and assesses what went right or wrong. Feedforward looks ahead and offers suggestions for future behavior, without judging the past. As a result, feedforward is less threatening and often leads to less resistance from the recipient.
No, feedforward is a valuable addition to feedback, but it does not replace it completely. In situations where it is necessary to discuss specific behavior that has already occurred, feedback remains useful. The best approach is to use feedforward as the standard and to use feedback only when it is truly necessary.
Start with a brief explanation of the concept and conduct a practical exercise: have team members share an area for development in pairs, with the other person providing two future-oriented suggestions. Then, conclude meetings with a feedforward moment. Lead by example by actively asking for feedforward.