What Are The Barriers To Two-Way Feedback At Work?

I still recall my initial instance of asking my team for feedback. I had just delivered the information for a new quarterly plan and was feeling pretty great about how clear and actionable it was.

When I asked, “OK everyone, is there anything you think?” I was met with noticeable silence. 

Later, one teammate told me privately, “To be honest, we did not know if you really wanted to hear what we thought.”

That moment made me realize that feedback isn’t just about asking questions. It’s more about creating trust and dialogue.

Most workplaces focus on giving feedback, but rarely on exchanging it.

And that’s where the idea of two-way feedback truly comes in.

Before jumping into the feedback barriers on what this blog is about, let’s first clarify what two-way feedback means.

What is two way feedback at the workplace?

Two-way feedback is an interactive communication process where both parties exchange information, insights, and suggestions with each other, rather than a one-way flow of instructions.

In simple words, it’s a conversation where both the sender and receiver invite and offer feedback.

Unlike traditional feedback methods, which is more like judgement from one side, two-way feedback builds a sense of shared responsibility and mutual understanding.

It encourages employees to voice their views about leadership and culture, while giving managers insight into how their decisions are experienced on the ground.

Yes it is as simple as that, moving forward lets explore the feedback barriers.

Barriers to two-way employee feedback

1. Fear of Consequences

Let’s be honest, most employees don’t feel entirely safe telling their manager what’s not working.

They worry it might be taken personally, affect appraisals, or label them as “difficult.”
On the flip side, managers hesitate to share honest feedback because they fear demotivating someone or causing tension.

So both sides hold back and the conversation never really happens.

It is one of the most important feedback barriers that obstructs the relationship between managers and employees.

Therefore, the input is never really inputted.

2. Absence of Trust

Feedback needs trust to land well.

If employees don’t trust their feedback will be considered for a response to improve the situation, they will stop sharing feedback. On the other hand, if leaders think feedback is just “complaining,” they will stop listening altogether.

If trust is absent, then feedback is seen as a formality, rather than a dialogue.

3. Lack of Intent

At times people simply don’t know how feedback they were asked to provide was evaluated. 

Is the request for feedback to provide process improvements? Performance evaluation? Completing a form before decision season?

If their intent is unclear, feedback will, at its best, be surface-feeling polite, platitude-ish, and unhelpful.

4. Poor Follow-Up

In introduction, the anecdote I shared is making this barrier clear itself.

Silence is the quickest way to kill the glimmer of feedback. Employees will voice issues until they realize changes don’t occur and then they will assume they are receiving feedback, tired of voicing.

Follow-through is essential to establishing trust, no matter how small of an update is given. 

5. Timing & Workload

In most workplaces, deadlines and meetings push the feedback to the back burner. Workers want to give individual feedback and discuss ideas or feedback, but often don’t have the time to process with their teams. 

Feedback then becomes a rushed process, reacting to events that have occurred, or worse still receiving no feedback until the dreaded “review” season comes back. 

6. Managers Not Trained on Receiving Feedback

Most managers are trained to give feedback not to receive feedback, which is not necessarily a model that compels sharing information easily.

Most managers are not used to hearing constructive criticism from their teams and that discomfort signals in their reaction.

Managers often become defensive and in turn, dismiss the openness they are trying to promote, and this further alienates sharing and promising upward employee feedback. 

7. Sugar-Coated Feedback

When people finally give feedback, it’s often so vague that it doesn’t help anyone. 

Saying things like “we could communicate better” or “I feel unheard sometimes” doesn’t tell the other person what to actually change.

Clarity takes courage, and that’s where many conversations fall short.

Unclear feedback helps no one and it leaves managers baffled.

8. Lack of Example from Leaders

If leaders don’t ask for feedback themselves, no one else will.

Employees will base their behavior off of what they see. If staff does not perceive that senior leadership is listening, they also don’t talk anymore.

How do you conduct two-way employee feedback at work?

Knowing why two-way feedback matters is one thing, actually doing it well is another.

Most teams struggle not because they don’t want to talk, but because they don’t know how to make those conversations meaningful and regular.

Here’s how you can make two-way feedback a natural part of everyday work, not just a formality during review cycles.

1. Begin with Intent, Not a Form

Avoid approaching feedback like a pending task.

Begin by stating an intention: what are we going to do this for? Are we going to improve collaboration? Understand what blocks us? Align on goals?

Whatever the reason, be clear about the “why” there may be a tendency for people to participate more meaningfully when they understand the “purpose”.

2. Create Safe Spaces

Feedback only works if people feel safe to share.

As a manager, you are the one to set the tone, if you become defensive, dismissive, or disengaged, the conversation is over right there.

Get good at starting small: request feedback in one-on-ones, acknowledge when someone shares feedback, and demonstrate that their feedback prompted a change.

Over time, the little “safety” moments turn into something like trust.

3. Make it a Habit, Not a Meeting

If you only talk about feedback during a quarterly review conversation, you have already missed the mark.

Create micro-feedback moments in your regular conversations after a project wrap-up, after a call with a client, or even during team huddles. The more regular it becomes, the more normal it feels.

4. Ask Smarter Questions

Avoid asking questions that are vague or too generic, like “Any feedback for me?” Instead, consider asking specific and actionable questions like:

“What’s one behavior I could change to make our reviewing sessions more productive?”

“What is one perspective the team could improve on together?”

“What is one thing that helped you perform better this past week?”.

Specific questions create an opportunity for a more honest response.

5. Listen More Than You Talk

When an employee shares feedback, do not interrupt to explain or rationalize with lengthy comments or excuses.

Just listen. If you’d like an area explained, ask a clarifying question, and write it down.

Then, come back later and share your thoughts. Listening with curiosity (not correction) shifts the entire cycle.

6. Act on the Feedback

Nothing builds credibility the way you and the management team are visible.

Even writing a note or letting someone know that you acknowledge a person is feeling a set amount of anxiety regarding a given subject is enough of a gesture to show feedback is valued. That action is worth the work alone! If you cannot act on something, be honest, tell them why.

Transparency will go a long way, perfection is not as important.

7. Complete the Process

Don’t forget to close the two way feedback loop.

Let your employees know how their feedback informed your decision or how it has helped to improve a situation, so they can forget about the feedback process, except for their initial ask for feedback. This loop process is important for everyone; feedback, then actions, then sharing that action with employees. This is what makes it feel like a real and valuable process.

8. Promote Peer and Upward Feedback

Feedback cannot just be one-way feedback from the manager to employee, but instead, it’s important to allow and “promote” peer feedback amongst peers as well.

This normalizes the conversation about feedback and self-awareness among a team that wants to move from good to exceptional.

Concluding Thoughts

I have learned my lesson, what about you?
If not, start today and make it a ritual.

Two-way feedback isn’t about systems or schedules, it’s about intent and building a culture where people can speak up, listen without defense, and act without delay.

Ultimately, feedback is not about who’s right or wrong. It’s about moving ahead together.

FAQS

1. What does two-way feedback really mean?

Two-way feedback is a conversation not a review. It’s when managers and employees share thoughts, ideas, and suggestions openly with the goal of helping each other improve and grow. It’s about dialogue, not direction.

2. Why is two-way feedback important at work?

Because performance doesn’t improve in silence. When people feel heard and understood, they take ownership, collaborate better, and build stronger relationships at work.

3. How often should two-way feedback happen?

Ideally, all the time, not just during quarterly or annual reviews. Regular, bite-sized check-ins make feedback feel natural instead of forced.

4. How can managers encourage employees to give honest feedback?

By asking open questions, listening without judgment, and acting on what’s shared. The moment people see their input making a difference, they start speaking more freely.