It can be difficult giving negative feedback, but honesty can help employees when feedback is given thoughtfully and constructively. However, if negative feedback is provided in a destructive manner, it will have lasting emotional effects and hurt employee performance rather than improve it.
According to Harvard Business Review, an online survey of full-time U.S. employees shows 81% reported experiencing destructive feedback and more than 78% of those respondents described feedback so hurtful they recalled it vividly—even years later.
Destructive criticism often shows up as negative feedback with no corrective instructions; false or unfair criticism; dismissiveness or contempt; character attacks; or public shaming. When people receive such criticism, they tend to shut down and disengage because they feel small and ashamed. It also limits people’s career growth because they question their abilities; causes them to leave the company; or destroys their view of the company’s culture.
Harvard Business Review shares the following practices for preventing destructive criticism and promoting constructive feedback.
- Set clear guardrails for criticism. Leaders must explicitly state that criticism should not humiliate, shame, punish or attack someone’s character. This reduces ambiguity and sets expectations that feedback should be delivered in a constructive way. Train leaders to identify a specific behavior, explain why it matters and outline a clear next step.
- Slow down the moment of feedback. Many destructive comments arise spontaneously during moments of pressure or frustration. Leaders should pause and ask themselves whether they are reacting to a person or responding to a behavior, and whether the employee will leave the discussion with clear next steps. Postpone the conversation when emotions are running high.
- Repair quickly when feedback goes wrong. Feedback does not always land as intended. When criticism is destructive, it is important to acknowledge the employee’s value, clarify intent and rebuild psychological safety and trust.
- Guard against bias disguised as feedback. Bias can lead to destructive criticism that targets certain employees or groups. Leaders should periodically review which employees receive critical feedback from them, the frequency of the feedback and the tone they use. Then, leaders should look for disparities across the feedback they give their teams and address them. Focus on work rather than personal impressions and pull from observable behaviors, results and shared performance standards.
