Providing feedback is one of the trickiest tasks faced by engineering managers, particularly when transitioning from a peer role to a leadership position. Yet, done well, it can accelerate growth, improve team dynamics, and foster a culture of continuous improvement.

Why Feedback in Engineering Requires a Special Approach

Engineers are often detail-oriented and deeply invested in their work. Feedback that feels vague or harsh can cause defensiveness or disengagement. Moreover, managers must balance honesty with empathy, preserving motivation while addressing areas needing improvement.

Crafting Feedback That Resonates

• Be Specific and Objective: Avoid generalities like Your code needs work. Instead, pinpoint exact issues or behaviors, such as The function parseUserInput() can be simplified by breaking it into smaller helper methods to improve readability. Concrete examples help engineers understand what to improve and why.
• Focus on Impact: Frame feedback around how the behavior affects the project, team, or users. This shifts the conversation from personal critique to shared goals. For instance, When tests are skipped, it increases the risk of bugs, potentially causing delays downstream.
• Pair Negative with Positive: Start with genuine praise to create rapport and balance the conversation. This doesnt mean sugarcoating but acknowledging strengths alongside growth areas.

Delivering Feedback That Leads to Change

Simply giving feedback isnt enough; it should foster real improvement. Consider these strategies:

• Invite Dialogue: Ask open questions like, How do you see this part of the code? or What challenges did you face here? This creates a two-way conversation, encouraging reflection and ownership.
• Set Clear Expectations and Next Steps: Conclude feedback sessions with actionable recommendations or goals. For example, Lets aim to add unit tests to this module in the next sprint to increase coverage. Clear direction helps translate feedback into work.
• Check-In Later: Follow up to see how changes are progressing and offer help if needed. This ongoing support reinforces that feedback is part of a growth journey, not a one-off critique.

Adjusting Your Delivery for Different Situations

Feedback shouldnt be one-size-fits-all. Tailor your approach based on context and individual personalities.

• New Engineers: Might need more encouragement. Focus on building confidence and providing frequent, bite-sized pointers.
• Senior Engineers: Appreciate candid, data-backed input. Engage them in problem-solving and respect their expertise.
• Former Peers: Maintain professionalism and clarity to prevent blurred boundaries. Approach feedback with humility and openness to discussion.

Common Pitfalls and How to Avoid Them

• Feedback Overload: Bombarding engineers with too much criticism can overwhelm and demotivate. Prioritize key points and space out discussions.
• Personalizing Feedback: Always focus on work and behaviors, never character. Avoid phrases that sound like personal attacks.
• Delayed Feedback: Waiting too long to give feedback lessens its impact. Timely, contextual feedback is more effective.

Building a Culture That Welcomes Feedback

Managers set the tone for feedback acceptance. Encourage transparency and normalize feedback as a regular, valued part of daily work.

• Lead by exampleseek feedback on your management style.
• Create forums for peer-to-peer reviews that focus on learning, not blame.
• Celebrate improvements and recognize when feedback leads to progress.

Mastering feedback is essential for engineering managers seeking to nurture talented, engaged teams. By communicating clearly, empathetically, and with purpose, you can help your engineers thrive while steadily elevating your entire team’s performance.