We begin by discussing what feedback looks like in a high-performing culture: not formal, not forced, but regular, natural and useful. We share examples of how other teams have built feedback into their rhythm: from 10-minute check-ins to anonymous feedback walls, or peer-to-peer rounds at the end of projects.

Participants then consider what could work for their team. What kind of routines feel sustainable? What’s realistic given how the team works? What would feel normal, not awkward? Each person is encouraged to identify a few specific people they want to offer feedback to, and when they’ll do it.

We also discuss how to ask for feedback and model it from the top. The best feedback cultures don’t just give well, they ask well too. Leaders in particular are encouraged to set the tone by inviting feedback regularly and responding constructively.

Finally, participants map out their own “feedback routine”: personal actions they’ll take, what will happen next, and how they’ll hold themselves accountable.

The aim is to make feedback feel less like an event and more like a habit.