Giving feedback to your manager can feel awkward. Power dynamics are real, and when trust is still building, it is easy to second-guess yourself or stay quiet. But healthy working relationships require open dialogue in both directions. Upward feedback is not disrespectful. It is often necessary.
In this installment of the Transform Your Workplace video series, we focus on how to give your manager feedback in a calm, clear, and collaborative way. The microlearning video embedded below walks through a simple approach to help you prepare and speak up effectively.
Why Upward Feedback Matters
Managers are not mind readers. Even with the best intentions, they may not fully understand what you need to stay engaged, motivated, and successful in your role.
Strong employee-manager relationships depend on honest feedback flowing both ways. Sometimes that means modeling the kind of communication you want to experience. When concerns stay unspoken, frustration tends to grow. When they are surfaced thoughtfully, they can be addressed.
Prepare Before You Speak
Planning your feedback conversation helps you do three important things:
- Organize your thoughts
- Manage your emotions
- Stay focused on what you need, not what you are upset about
If you feel undervalued, overlooked, or stuck, those feelings are valid. But the conversation is most productive when you are calm and open, not frustrated or resentful.
Before jumping into the feedback itself, let your manager know what you want to discuss and why it matters to you. This is called framing, and it sets the tone for collaboration.
For example:
“I would like to talk about what helps me feel engaged and successful in my role, including the kind of feedback and support that works best for me.”
Use the DESC Model to Structure Your Feedback
DESC is a simple framework that helps you organize your message so it is clear and easy to receive.
Describe
Start by describing the situation objectively from your experience.
“When I first started in my role, we met regularly to discuss my progress, which was really helpful. Over the past eight months, we have not had one-on-one conversations about my performance or development.”
Explain the Impact
Share how the situation affects you.
“When I do not receive regular feedback, I start to wonder if I am meeting expectations and providing value.”
Specify
Be clear about what you need to be successful.
“I appreciate the autonomy you give me. I have learned that regular feedback, both positive and constructive, helps me stay motivated and continue growing.”
Create an Agreement
Invite dialogue and propose a next step.
“Would you be open to meeting once a month to talk about my progress and development?”
Set the Tone Before the Message
Framing your purpose before delivering feedback helps reduce defensiveness and builds understanding. When your intent is clear, your feedback is more likely to be heard as intended.
Using the DESC model allows you to tell a thoughtful, clear, and concise story. That clarity increases the chances your feedback lands well and leads to action.
A Simple Reminder
Speaking up doesn’t have to be about criticism. It is about creating the conditions you need to do your best work.
With preparation, clear framing, and a structured approach, giving feedback to your manager can strengthen the relationship rather than strain it.
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About the Transform Your Workplace Video Series
The Transform Your Workplace video series delivers short, practical lessons designed for real workplace challenges. These videos provide tools you can use right away to build stronger communication, healthier relationships, and better outcomes at work.