Editor's note: This popular story from the Daily Briefing's archives was republished on May 3, 2023.

Writing for the Harvard Business Review, Deborah Grayson Riegel, who teaches leadership communication at Duke University's Fuqua School of Business, shares five common obstacles that make direct reports reluctant to provide honest upward feedback—and offers tips to help managers overcome them.

Obstacle 1: Not realizing upward feedback is welcome

Workers typically expect to receive feedback from their managers. However, unless they are specifically asked, many will not provide upward feedback. "[T]hey won't know that's even on the table," Riegel writes.

To overcome this obstacle, mangers should tell their direct reports that they are open to feedback, emphasizing that they "want and expect it," she adds. 

"One way to frame it is to share that self-improvement is a personal and professional commitment you've made to yourself — and ask for help meeting your commitment," Riegel suggests. "Ask, 'Would you please help me keep the commitment I've made to myself?' That way, your direct report can view their feedback as helping you make good on a promise you've made to yourself."

Obstacle 2: Worry over delivering feedback the 'right' way

Most people do not naturally excel at delivering feedback. "Giving feedback adeptly is a skill that needs to be learned," Riegel writes. "If your employees haven't learned how to do it well — perhaps because they haven't had access to training, practice, or role models — then they may resist doing it at all."

To overcome this obstacle, managers should explain that feedback is a skill that can be learned through practice. Managers can provide a development opportunity by allowing team members to practice delivering feedback to them. "Assure them that they don't have to do it 'right,'" she suggests. "They just have to show a willingness to try, and to try to get better over time."

Obstacle 3: Anxiety over potential retaliation

Because managers can access important resources, some employees may worry that honest feedback could have a negative impact on their future opportunities. According to Riegel, certain cultural norms may regard upward feedback as "disrespectful and insubordinate," which can create a significant barrier.

To address this obstacle, managers should "[d]emonstrate empathy and humility," she advises. Managers could say, "I know that it can feel uncomfortable to give feedback to someone who has a say in what you work on, your career advancement, etc. I have had the same concerns in giving feedback to my boss. Let me reassure you that I see your willingness to give me helpful feedback — even if it's negative — as one of your professional assets. I know that I can get better, and I want to," Riegel writes.

Obstacle 4: Trying to avoid hurt feelings

In particular, feedback that is "not delivered skillfully" can lead to "feelings of social rejection," Riegel writes. "Your direct report may be understandably worried about hurting you and the relationship."

To combat this obstacle, Riegel suggests demonstrating self-awareness by delivering constructive feedback to yourself first—a strategy that can help mitigate direct reports' concerns.

Obstacle 5: The belief that feedback will not lead to change 

"Giving feedback is hard, but giving feedback that doesn't result in anything improving is even harder," Riegel writes. When a manager asks for feedback but does not address it or quickly take action, their team members often lose trust in them. This mistake can undermine a manager's "sincerity and reliability," she adds.

To overcome this obstacle, Riegel suggests that mangers explain how they plan to address the feedback they receive from their direct reports.

"This might range from, 'I appreciate you telling me this — and I'm not sure I can address it right now. Here's why…' to 'This is very helpful, and I am going to take action to change this behavior. Here's my plan…' And in both cases, keep actively, openly, and assertively inviting them to give you feedback," she adds.

While some managers might believe they have created an ideal environment that encourages direct reports to provide feedback, they should refrain from penalizing them if they do not do so.

"The complexity of the power imbalances, the differences between what you and they might consider 'safe and welcoming,' as well as prior negative experiences they may have had giving feedback in the past (that may have nothing to do with you) may make this harder for them than you've imagined," Riegel writes.

Ultimately, managers must do what they can to ensure that they are receiving feedback that will help them grow and succeed. (Riegel, Harvard Business Review, 10/28)