Giving feedback at work: A neuroinclusive approach to performance
Apr 06, 2026
Feedback is a normal part of working life.
But for many people, it is also one of the most unclear and uncomfortable parts of the workplace.
Expectations can feel implicit. Language can be vague. Conversations can focus on behaviour without explaining what needs to change.
In a neuroinclusive workplace, feedback is not softened or avoided; it is made clearer, more specific and more useful. It can also help a manager to get to know their team better.
Why feedback often doesn't work
Many organisations aim to give constructive feedback, but the way it is delivered can create confusion rather than clarity.
Common examples include:
- "You need to be more proactive"
- "Try to communicate more effectively"
- "You need to show more ownership"
While well-intentioned, this type of feedback often lacks:
- Specific examples
- Clear expectations
- Practical next steps
As a result, the person receiving it may leave the conversation unsure what to do differently.
What this looks like in practice
Here is a common scenario:
A manager says:
"You need to contribute more in meetings."
What does this actually mean?
- Speaking more frequently?
- Sharing ideas earlier?
- Responding more quickly?
- Challenging others?
Without clarity, the individual is left to interpret expectations, and may get it wrong.
Why this matters for neuroinclusion
When feedback relies on:
- Unwritten rules
- Social interpretation
- Assumptions about "normal" behaviour
it can create barriers.
For example:
- Someone may contribute thoughtfully, but not quickly
- Someone may communicate clearly in writing, but less verbally
- Someone may prioritise accuracy over speed
If feedback focuses on how something is done rather than what outcome is needed, it can penalise difference rather than improve performance.
This is one of the most common barriers in workplaces that are not yet neuroinclusive.
The shift: from vague to specific
Neuroinclusive feedback is not about being softer.
It is about being clearer.
Instead of:
"You need to be more proactive"
Try:
- "I'd like you to share your initial thoughts earlier in meetings, even if they're not fully formed."
Instead of:
"Improve your communication"
Try:
- "It would help if you could summarise key updates in writing after meetings so the team has clarity."
Instead of:
"You need to show more ownership"
Try:
- "For this project, I'd like you to take responsibility for tracking deadlines and updating the team weekly."
Clarity reduces ambiguity, and makes improvement possible.
Separating performance from style
One of the biggest challenges in feedback is the blending of:
- Performance (what is achieved)
- Style (how it is expressed)
For example:
- Speaking confidently may be seen as strong performance
- Responding quickly may be seen as competence
But these are not always reliable indicators.
A neuroinclusive approach focuses on:
- Quality of work
- Accuracy
- Outcomes achieved
rather than whether someone fits a particular communication style.
Practical ways to improve feedback conversations
1. Be specific about what needs to change
Avoid generalisations.
Include:
- What happened
- What impact it had
- What needs to be different
2. Give examples
Abstract feedback is difficult to act on.
Instead:
- Refer to a specific situation
- Describe what was observed
3. Define what "good" looks like
Don't assume shared understanding.
Clarify:
- What success looks like
- What the expectation is moving forward
4. Check understanding
Feedback should be two-way.
Ask:
- "What would be helpful to clarify?"
5. Allow time to process
Not everyone can respond immediately.
Offer:
- Time to reflect
- Follow-up conversations
What to avoid
Even well-intentioned feedback can create barriers if it relies on:
- Vague language
- Assumptions about behaviour
- Comparisons to others
- Over-reliance on verbal communication
The goal is not to simplify performance conversations. It is to make them more effective.
Common misconceptions
"Being more direct will come across as harsh."
Clarity is often more supportive than ambiguity.
"Good feedback is about tone."
Tone matters, but clarity matters more.
"People should be able to interpret feedback."
Interpretation varies. Clarity reduces misunderstanding.
Frequently asked questions
Is this only relevant to neurodivergent employees?
No. Clear, specific feedback improves performance across all teams.
Should feedback be adapted for each individual?
In many cases, yes. Different people benefit from different levels of detail and format.
Does this take more time?
It can take slightly longer initially, but reduces repeated conversations and misunderstandings.
Final thought
Feedback is one of the most powerful tools organisations have to improve performance.
When it is clear, specific and actionable, it enables people to do their best work.
When it is vague or based on assumptions, it creates unnecessary barriers.
What next?
If your organisation wants to strengthen how managers give feedback and support performance, we work with leadership teams, HR functions and all colleagues to build practical, consistent approaches that improve clarity and outcomes.
