Change Management: Feedback is a Gift… Or Is It?

By Jacqueline Langlois, Gen D Consulting, with Michelle Pelletier Marshall, Women in Agribusiness Media (January 27, 2026)

In this second story in our new change management series “From Chaos to Clarity”, (see the first in the series here) we address the topic of feedback: Is it really helpful? What’s the best way to give (and accept) feedback? What is a “feedback culture” and how does an organization create one?

For insightful direction on these issues, WIA Today turned to Jacqueline Langlois, founder of Gen D Consulting, which specializes in strategic marketing and communications consulting.

Let’s Start With Defining Feedback.

According to the Britannica dictionary, feedback is: “helpful information or criticism that is given to someone to say what can be done to improve a performance, product, etc.”

Langlois explains that feedback only counts if it meets three criteria:

1. 𝗖𝗢𝗡𝗧𝗘𝗫𝗧𝗨𝗔𝗟: Tied to the actual outcomes of your role.

2. 𝗔𝗖𝗧𝗜𝗢𝗡𝗔𝗕𝗟𝗘: Gives you something specific you can do differently.

3. 𝗔𝗟𝗜𝗚𝗡𝗘𝗗: Measured against agreed goals, not personal preference.

   
   

“If it doesn’t meet those, it’s noise – not guidance,” Langlois says. And cautions Langlois, if feedback is provided such as “You’re too direct” or “You should wait your turn”, that is social conditioning dressed up as advice. The cost, she says is “Talented leaders, but especially women, second-guess themselves. They dilute their voice to ‘fit in.’ They play small to stay safe. And organizations lose exactly what they need most.”

Langlois added: “The problem isn’t feedback. It’s feedback masquerading as bias. Leaders who recalibrate how they receive and respond to it reset their own confidence—and the thermostat of their team.”

Making It Safe to Provide Feedback

“Everyone says feedback is a gift, but honestly, sometimes it’s not,” said Langlois, noting that the key is paying attention to if your feedback makes people feel smaller or stronger.

Also key is ensuring that an open-door policy to provide feedback is truly empowering, and not just rhetoric. This starts with leaders who walk out that door (often!) to create connections and start the conversation to build trust. It’s “approachability” that moves the needle, not “accessibility”.

How to make feedback safe again?

1. Go first. Ask your team, “What’s one thing I could do differently that would make your job easier?”

2. Stay neutral. Don’t defend, don’t explain – just listen and thank them.

3. Follow up. Circle back next week and share what you changed.

   
   

“That’s how cultures shift – from fear to safety, from silence to dialogue,” says Langlois. “If you want to know your team’s truth, don’t hide behind an open door.”

This will help build a feedback culture that is sincere and honest. “You can’t build a feedback culture to help move individuals and the company forward if people don’t feel safe to speak up,” Langlois says. “This culture needs to be built on safety, response and reciprocity.”

Leaders set the tone of the room.

• If you react defensively, people learn to stay silent.

• If you model curiosity – “Tell me more” – they learn it’s safe to share.

• If you respond with clarity – “Here’s what I’ll do with that feedback” – they learn feedback leads to action, not fallout.

When leaders model safe feedback methods, that’s how culture shifts – from guarded to grounded – and then positive change becomes possible.T

Take a look at Langlois’ “Feedback Reset Guide” here, and stay tuned for more articles about leadership methods and habits that can help change your communication mindset, your ability to build boundaries, and create alignment with your words and energy to guide you on your unique path. If you’d like to connect directly with Langlois, you can do so via Linkedin.

ABOUT JACQUELINE LANGLOIS

 Jacqueline Langlois is the founder of Gen D Consulting, a leadership and marketing consultancy designed to help leaders in agriculture and life sciences navigate complexity with clarity, confidence, and cultural intelligence. Drawing on 15+ years of corporate and global experience, Jacki works with individuals and teams to break out of survival mode, build stronger communication, and lead with purpose. Her work blends strategic thinking with personal transformation—equipping clients to set boundaries, own their voice, and create lasting impact. Jacki is passionate about empowering professionals to rediscover their spark and redefine success on their own terms. Based in Europe, she brings a global lens to every engagement. Gen D Consulting’s mission is simple: clear the noise, unlock potential, and build a future where people—and ideas—can thrive.