With benefits like these, one would logically assume that feedback was among the most common practices in management. In reality, it is the most under-utilized tool in the executive leader’s toolbox. Why is this so?

First of all, few executives realize that direct reports crave feedback, both the positives and the negatives. Employees can’t fix a problem if they don’t know one exists. In their minds, that’s why the boss is there. Reliable feedback from someone who knows gives workers their best chance to learn, improve, and deliver the expected results.

By nature, most of us are not inclined to give feedback. From an early age, we are taught, "If you can’t say something nice, say nothing at all."

Gradually, we learn to be more tactful, but sacrifice candor in the process. A lifetime of such conditioning can create apprehension in feedback situations. As a result, we offer only positive comments about employee performance, which inevitably undermines our credibility; or worse, we hold back both praise and criticism.

In many cases, executives take a passive approach to feedback. They believe that competent performance is self-evident. There’s no need to tell someone the numbers aren’t up to par, or that goals aren’t being met. It’s obvious.

"I don’t give them projects; I don’t drop by their offices. They’ve got to know something is wrong!"

Ironically, the victim of such avoidance may interpret the lack of feedback as a reassuring sign.

"No one’s complaining about my numbers. I guess everyone is having a bad year."