Case study · Leadership & people
Building an Everyday Feedback Culture
I introduced a consistent rhythm of check-ins, OKRs, reviews and AI-supported coaching to make feedback and development part of everyday work.
The context
As the organisation grew, people development depended heavily on individual managers. There was room to make feedback and goal-setting more consistent, and an internal survey showed that only about half of employees felt comfortable giving and receiving feedback.
The challenge
I set out to create a consistent rhythm for goals, feedback and development—first within my own organisation and then across the company.
How I approached it
I introduced a performance management platform with weekly check-ins, team pulse surveys, OKRs and structured one-to-ones, followed by 360-degree development reviews.
During the company-wide OKR rollout, I also coached managers outside my department. For example, I helped the people and business development teams turn task-based goals into clear outcomes, supported by OKR training from an external consultancy. We set a company objective to increase the share of employees who felt comfortable with feedback from 50% to 75%.
As an early customer of the platform vendor’s AI manager coach, I led its internal implementation. The tool gave managers continuous guidance on how they conducted one-to-ones and approached feedback conversations.
What it delivered
Psychological safety, autonomy and intrinsic motivation improved among my direct reports. The same operating rhythm was subsequently adopted by other managers, helping make structured feedback and development a more consistent part of everyday work. We did not establish a final company-wide score against the 75% feedback target during the period covered by this case.
Looking back
I learned that a feedback culture needs more than a platform or a process. Weekly check-ins, clear outcomes, structured one-to-ones and manager coaching helped create a shared rhythm, while starting within my own organisation gave others something practical to adopt.
I would put stronger measurement in place from the outset and ensure we closed the loop on the company-wide feedback target. We saw improvements among my direct reports, but did not establish a final score against the 75% goal. The principle I carry forward is to pair consistent development habits with clear outcomes, practical support for managers and evidence of progress.