Tips for high performance leadership and teamwork - Building a feedback-rich culture (without crushing morale)

“We’ll debrief every mission, no exceptions.” In fighter squadrons, feedback isn’t optional—it’s survival. After every sortie, the crews conduct a structured debrief: what went well, what didn’t, and how we improve. From the CO down to the newest pilot, feedback is constant, balanced, and disciplined.

In business, feedback is too often misunderstood. It’s delayed, loaded, or reserved for annual reviews. Worst of all—it becomes feared. But take it from our world: when delivered properly, feedback doesn’t damage morale—it fuels growth.

What is a feedback-rich culture?

A feedback-rich culture is one where feedback is regular, actionable, and mutual—from supervisors to peers and upward. Teams with this habit are significantly more engaged, adaptive, and high-performing.

Feedback is the oxygen of high-performance cultures. Without it, issues go un-resolved, mistakes repeat, and stress builds. With it—done well—it builds trust, clarity, and resilience.

The psychology behind it: Safety & accountability

Feedback only works in contexts where people feel safe to speak—and are held accountable when expectations matter. Psychological safety lets individuals share truths without fear; accountability gives feedback meaning and clarity.

Feedback done poorly collapses both. Done well—particularly under pressure—it creates growth-ready teams, attuned to risk, opportunity, and improvement.

Building blocks of a feedback-rich culture

1. Lead from the front

Leaders must model openness—soliciting feedback openly, responding calmly, and demonstrating action. It’s not enough to tell teams to speak up; they must see it in action.

2. Train the skill

Both giving and receiving feedback are skills—not instincts. Provide group training on phrasing, structure (e.g., SBI: Situation–Behaviour–Impact), listening, and framing feedback as coaching rather than correction. It is not what you say, it is how you say it that makes the difference.

3. Make It routine

Embed feedback into daily and weekly rituals. Use one-on-ones, retrospectives, or informal shout-outs. Normalise the feedback pulse, so people expect it—not dread it.

4. Use multiple channels

Not everyone is comfortable speaking up in public. Offer alternative options: private sessions, peer-to-peer feedback, anonymous pulse surveys, or written comments. Multiple channels increase participation and trust.

5. Balance praise with pathways

Every feedback moment should include what worked—and what to improve, with guidance. Balanced feedback increases engagement while preserving confidence.

6. Close the loop

Feedback only matters if people see it acted upon. Publicly follow up on suggestions, signal change, and share progress—even small wins—so your team knows their voices have value.

Lessons from the cockpit

In a squadron, feedback happens immediately after a mission. No waiting. No hierarchy. Operating under pressure, we lean on structured dialogue to learn fast, correct our processes, and fly better tomorrow.

That clarity, timeliness, and purpose—when transplanted into business—replaces fear with curiosity and inertia with movement.

On Target Tips

On Target Tip 1: Establish a simple three-question feedback ritual for every team check-in:

• What went well?

• What didn’t?

• What will you try differently next time?

• 
  

On Target Tip 2: Use “assumption-check pauses” in meetings. Invite anyone to say, “I think we’re assuming X—are we sure?” This prompt helps uncover unspoken risks.

On Target Tip 3: After gathering feedback—whether live or anonymous—create a visible action log. Update it regularly and share changes openly.

Why this matters now for high performance

Modern teams operate fast, often remotely, and face constant disruption. Traditional performance reviews—rare, rigid, retrospective—don’t keep pace. Meanwhile, teams crave clarity and growth—and will disengage quickly without feedback that leads to development.

Feedback-rich cultures succeed by weaving feedback into the fabric of how work happens—not as an event, but as a habit, opportunity, and path to mastery.

Final word: Feedback isn’t the problem. Culture is

If your team avoids feedback, it’s not because feedback is toxic—it’s because the context hasn’t made it safe, structured, useful, or habitual.

At On Target, we help you build feedback systems that reflect elite team standards—frequent, structured, safe, actioned. Not perfect, just consistent. Not volunteer only, but part of every day.

Ready to strengthen your feedback culture and build performance that thrives under pressure? Visit OnTargetTeaming.com to explore how our workshops, simulations, and coaching can help embed real feedback habits.

If you've found this blog useful, you might find also find this Top Tips blog on Just Culture interesting.

-----------------------------------------------------------------------------------------------------------------------------------------------------

Mike Mason and Sam Gladman are the co-founders of On Target, a leadership and team development company that brings elite fighter pilot expertise into the corporate world. With decades of combined experience in high-performance aviation, they specialise in translating critical skills such as communication, decision-making, and teamwork into practical tools for business. Through immersive training and cutting-edge simulation, Mike and Sam help teams build trust, improve performance, and thrive under pressure—just like the best flight crews in the world.