In previous bulletins, we’ve looked at how to deliver difficult feedback without damaging relationships and how to handle criticism when it comes your way. But for many people, the bigger problem is something different altogether: not getting any meaningful feedback at all.

If your annual review is the only time anyone tells you how you’re doing, you’re essentially flying blind for eleven months of the year. And in a world where roles change quickly, expectations shift, and new skills are constantly in demand, that kind of silence can quietly hold you back without you realising it.

 

Why Feedback Dries Up

It’s rarely personal. Managers are busy. Colleagues don’t want to overstep. And in many workplaces, there’s simply no culture of regular, honest feedback. The annual review becomes the only scheduled moment for it – and by then, the conversation is usually too broad, too rushed, or too focused on ticking boxes to be genuinely useful.

Remote and hybrid working has made this worse. When you don’t see your manager every day, the casual “that was a great job on the presentation” or “next time, maybe try…” moments disappear. Without those small, informal exchanges, feedback becomes an event rather than a habit – and events are easy to postpone.

 

The Cost of Not Knowing

Without regular feedback, it’s hard to know what you’re doing well (so you can do more of it), what needs improving (before it becomes a problem), and where your blind spots are. You might be overperforming in areas that don’t matter much and underperforming in areas you’re not even aware of. That’s frustrating for you and potentially costly for your career.

Research from Gallup found that employees who receive regular feedback are significantly more engaged at work than those who don’t. And a study in the Harvard Business Review found that the majority of employees actually want more feedback – even critical feedback – rather than less. The appetite is there. The supply just isn’t keeping up.

How to Ask Without Making It Awkward

Here’s the good news: you don’t need to wait for your manager to start the conversation. Asking for feedback proactively is one of the most underused career development tools available – and most managers actually appreciate it when someone asks.

The key is to make it easy for the other person. Vague requests like “How am I doing?” tend to produce vague answers. Instead, try asking about something specific:

• “I handled the client call slightly differently this time – did you notice anything that worked well or anything I should change?”
• “I’m trying to improve how I structure my reports. If you’ve got two minutes, I’d love to know what stands out as useful and what I could tighten up.”
• “Is there one thing I could focus on this month that would make the biggest difference to my performance?”

Specific questions get specific answers. And they signal that you’re genuinely interested in improving, not just fishing for compliments.

Try This: After your next piece of visible work – a presentation, a report, a project milestone – send a short message to your manager or a trusted colleague: “I’d really value your honest take on how that went. Anything you’d suggest I do differently next time?” Keep it low-pressure, and you’ll be surprised how many people are happy to respond.

 

Building a Feedback Habit

Don’t rely on a single source. Different people see different things. Your manager sees your output and your strategic contribution. Your colleagues see your day-to-day collaboration. Clients or customers see your communication and problem-solving.

Try asking for one piece of feedback from a different person each week. Not a full review – just a quick observation. Over time, these small data points add up to a far richer picture of your strengths and development areas than any annual review could provide.

Pro Tip: When someone does give you feedback, thank them – even if it stings a bit in the moment. People who feel appreciated for being honest are far more likely to be honest again next time. The fastest way to kill a feedback relationship is to react defensively.

 

When the Feedback Still Doesn’t Come

Sometimes, despite your best efforts, meaningful feedback simply isn’t available. Your manager might be conflict-averse, your colleagues might not feel it’s their place, or the culture might just not support it.

In those situations, look elsewhere. A mentor outside your immediate team. A professional network. A trusted friend who understands your work. Even self-reflection – keeping a brief weekly note of what went well and what felt difficult – can fill some of the gap.

The point isn’t to chase perfection. It’s to stay curious about your own performance, keep learning, and resist the temptation to assume that no news is good news. Because in most workplaces, silence doesn’t mean you’re doing brilliantly. It just means nobody’s said anything yet.