Coaching Managers on How to Solicit Constructive Feedback
Designed for Mid-level people managers in fast-paced tech startups responsible for cross-functional teams, experiencing rapid growth and frequent change. to spark real collaboration and high-energy learning.
A 75-minute physical workshop with breakout activities, hosted at the company’s HQ. Managers report that their teams hesitate to offer honest feedback, fearing repercussions or simply not knowing how. The managers themselves wish to foster a feedback-rich culture but feel unsure about how to ask for input without coming across as insincere or vulnerable.
Feedback Detective Warm-up
Kick off with a short mystery: participants get envelopes containing snippets of anonymized team feedback (real samples gathered from within the organization). They work in pairs to deduce what underlying issues or hopes the feedback signals. Winning pair presents their theory to the group.
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Why this works
Mysteries stimulate curiosity and contextual thinking. By engaging in deduction, managers realize feedback is layered, sparking interest in how to unearth valuable insights.
Feedback Myths Busted
Show a rapid-fire slide deck with common misconceptions (e.g., 'If I ask for feedback, I’ll look weak' or 'Constructive feedback always means something’s wrong'). For each, ask managers to vote in real time on whether they believe it’s true or false, then reveal surprising data or stories that contradict or nuance the myth.
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Why this works
Revealing misconceptions helps unfreeze mental models. Voting engages everyone and data-driven surprises unlock new perspectives.
Silent Feedback Carousel
Managers rotate between four flipchart stations, each with a different prompt (e.g., ‘What’s hard about asking for feedback?’ or ‘What’s the best feedback you’ve received?’). They silently write responses, read others’ answers, and can add reactions or ideas. No talking: the silence lowers pressure and invites thoughtful contribution.
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Why this works
Silent, written participation encourages those who feel vulnerable or shy. Rotating stations supports low-pressure engagement without public speaking.
Feedback Relay Race
Managers form small teams and race to generate creative ways to solicit feedback (e.g., 'Start-Stop-Continue', anonymous digital polls, or ‘Feedback Happy Hour’). Each team must pitch their best method in under 30 seconds, passing a baton to the next team. The relay format amps up energy and rewards ingenuity.
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Why this works
Physical movement and rapid pitching energize the group, making idea generation spontaneous and fun. Friendly competition enhances engagement.
Real Feedback Dilemma Drill
Present a scripted dilemma: a manager’s attempt to ask for feedback gets awkward silence, defensiveness, or vague replies (drawn from real-world scenarios, e.g., ‘Your team avoids eye contact and just says, “Everything’s fine.”’). In groups, participants role-play how they'd respond, then unpack the emotional dynamics involved.
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Why this works
Anchoring in real dilemmas boosts relevance. Role-play prompts empathy, practice, and insight into practical challenges.
Feedback Commitment Mirror
End with a guided self-reflection: managers write down one specific question they’ll use to solicit feedback in their next team meeting (e.g., ‘What’s one thing I did this week you’d like me to do differently?’). Then they share their commitment with a partner, who asks, ‘Why this question? What do you hope to learn?’ Partners help refine, personalize, and set reminders.
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Why this works
Active reflection cements learning. Peer accountability and personalization motivate ongoing action and habit formation.
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