By Frieda Nangolo
Have you ever heard someone say, “Can I give you some feedback?”
For many people, those six words immediately trigger anxiety. The smile disappears. Shoulders tense.
Before the conversation has even begun, the mind starts preparing explanations and justifications.
Some people assume they are about to be criticised. Others become defensive before hearing a single word.
It is remarkable that one of the greatest opportunities for learning in the workplace has become one of the conversations people fear the most.
Perhaps that is because many organisations have unintentionally taught employees to associate feedback with failure.
Feedback often appears only when something has gone wrong. It arrives after a mistake has been made, a deadline has been missed, or a complaint has been received.
Over time, employees begin to see feedback as bad news rather than an opportunity to grow.
That is where we have misunderstood one of the most valuable tools available to organisations.
Feedback is not criticism. Criticism focuses on what is wrong. Feedback focuses on what is possible.
From an Organizational Learning and Development perspective, feedback is one of the most powerful drivers of continuous learning.
It helps people reflect on their performance, recognise what they are doing well and identify opportunities to improve. More importantly, it turns everyday experiences into learning opportunities that strengthen both the individual and the organisation.
Learning organisations understand this well. Coaching leaders rely on feedback to develop people. Psychologically safe workplaces encourage honest conversations because employees know their ideas, questions and even mistakes will be treated as opportunities for learning rather than reasons for blame. Without feedback, learning becomes accidental instead of intentional, and people continue repeating the same behaviours simply because no one has helped them see another way.
Unfortunately, many organisations still approach feedback too narrowly. Developmental conversations happen only during annual performance reviews or when problems arise.
Recognition becomes rare, while correction becomes common. As a result, employees stop seeing feedback as something that helps them grow and begin seeing it as something to fear.
Yet meaningful feedback is not only about correcting mistakes. It is also about recognising progress, celebrating improvement and reinforcing behaviours that contribute to organisational success.
When people understand what they are doing well, they gain the confidence to continue growing. When they understand where they can improve, they gain direction rather than discouragement.
Creating a healthy feedback culture requires a different approach to leadership. Feedback should not be treated as a formal event that happens once or twice a year. It should become part of everyday work.
It happens through regular conversations, thoughtful questions and genuine curiosity about helping people improve. Great leaders also welcome feedback themselves, demonstrating that learning does not stop once someone reaches a leadership position.
For Namibia, this shift has never been more important. As organisations work towards greater innovation, productivity and competitiveness under Vision 2030, feedback must become more than an annual performance management exercise.
It must become a normal part of organisational life. Workplaces that encourage honest, respectful and constructive feedback create employees who learn faster, adapt more confidently and contribute more meaningfully to organisational success.
Ultimately, organisations grow when people grow. And people grow when feedback becomes a conversation rather than a correction.
When feedback is embraced as an organisational growth strategy, teams become stronger, coaching becomes more effective and psychological safety begins to produce tangible results. Learning is no longer confined to workshops or performance reviews. It becomes part of everyday work.
Perhaps the question is no longer whether organisations should give feedback. The real question is whether they are creating workplaces where people are willing to receive it. Because feedback is not about pointing out what is wrong. It is about unlocking what people are capable of becoming.
