The Cost of Avoiding Constructive Feedback - Future Business Solution

In many GCC workplaces, respect, harmony and saving face are highly valued. These cultural strengths create trust and strengthen relationships, yet they can sometimes lead to one unintended habit: avoiding honest, timely feedback.

Research on feedback and performance is very clear: regular, meaningful feedback is strongly linked to higher engagement, productivity and quality of work. For example, Gallup found that around 80% of employees who received meaningful feedback in the previous week were fully engaged at work. Studies in public and private sectors also show that when employees receive clear feedback alongside recognition, work quality, quantity and efficiency all improve.

When leaders hesitate to address performance gaps, behavioural issues or development needs, small challenges can quietly grow into bigger ones. In fast-moving organisations, particularly those aligned with Vision 2030 ambitions, this can weaken performance, damage engagement and slow growth.

The Drawbacks of Avoiding Honest Feedback

Avoiding truthful conversations may feel respectful, but it often produces the opposite effect in the long run.

1. Delayed performance improvement

When people are unaware of expectations or areas to improve, they cannot course-correct. Evidence from continuous feedback research shows that timely feedback supports motivation and sustained performance gains, whereas infrequent feedback limits opportunities to adjust behaviour. That’s when small issues become deep-rooted problems.

2. Lower trust and clarity

Employees sense when something is wrong. Silence creates uncertainty, speculation, and reduced confidence in management. Research on psychological safety shows that when people fear negative consequences for speaking up or being honest, they are less likely to raise concerns or admit mistakes, which harms learning and performance.

3. Reduced engagement and motivation

Many talented individuals – especially high performers – want clarity, challenge and direction. Lack of feedback can leave them feeling unnoticed or undervalued. Studies repeatedly link constructive feedback and recognition to higher motivation, job satisfaction and engagement.

4. Cultural misunderstandings

In multicultural GCC environments, assumptions about “politeness” differ. Some cultures value very indirect, face-saving communication, while others expect more direct feedback. What is intended as kindness may be interpreted as avoidance or even favouritism. Highlighting the importance of adapting style, a recent cross-cultural review reported that around 65% of employees prefer feedback that fits their cultural expectations.

Meanwhile, only 8% of respondents to a GCC corporate governance study said their organisation allowed employees to question executive leadership. This underlines how costly a lack of open, two-way feedback can be for performance and trust.

What leaders should consider when giving feedback

1. Be clear on purpose

Feedback should help the person grow, not simply highlight an issue. Clarity of intent supports psychological safety through the shared belief that it is safe to speak up, ask questions and learn. When people understand the developmental purpose, they are more likely to engage.

2. Be timely and specific

Not months later. Not vague. Frequency of feedback, credibility of the feedback giver and clarity of the message all influence how employees respond. Be sure to describe the behaviour, the impact, and the desired change.

3. Use culturally sensitive language

In GCC workplaces, phrasing, tone and respect are essential. Saving face and preserving relationships are not just social preferences; they shape how feedback is received, especially when the message is negative. Begin with appreciation, stay factual, and preserve dignity.

4. Invite reflection and dialogue

Feedback works best as a two-way conversation, not a lecture. Studies of psychologically safe teams show that inviting participation and responding constructively to questions and concerns strengthens learning, team efficacy and performance. Encourage the individual to share their perspective and co-create the next steps.

What Leaders Should Avoid When Giving Feedback

1. Do not generalise or exaggerate

Phrases like “You always…” or “You never…” shut people down immediately. What’s more, research on negative feedback across cultures shows that overly harsh “upgraders” (e.g. “absolutely wrong”, “totally unacceptable”) increase defensiveness and reduce willingness to change.

2. Do not deliver feedback publicly

Protecting face is important in many cultures, including across the GCC. Public criticism can damage status and relationships, and reduce psychological safety for the whole team. Always choose a private, respectful setting.

3. Do not make it personal

Focus on behaviour, outcomes and solutions; not on personality or character. Feedback and engagement studies show that when feedback is seen as fair, specific and objective, employees are more likely to act on it.

4. Do not ignore cultural nuance

Directness should never come at the expense of respect, tone and emotional intelligence. Awareness of cultural expectations significantly improves how feedback is received and acted upon.

Supporting individuals who prefer straight talk

Some professionals (especially those with Western backgrounds, technical roles or strong performance mindsets) prefer direct, even blunt feedback. Global research on feedback styles highlights that “one size fits all” does not work. Leaders must adapt to the individual.

Leaders can support these individuals by:

• Asking their preference (“Would you like direct feedback, or would you prefer a more exploratory conversation?”)

• Being concise, factual and action-focused

• Avoiding unnecessary softening that may dilute the message

• Still balancing honesty with respect (“Direct” does not mean disrespectful!)

What makes feedback constructive?

Constructive feedback is honest, respectful and designed to help someone move forward. It is:

• Balanced – recognises strengths while addressing gaps

• Practical – includes clear steps to improve

• Fair – based on observable behaviour, not assumptions

• Forward-focused – centred on solutions, learning and growth

Research on psychological safety and learning shows that when feedback is framed as part of ongoing development, people are more willing to take interpersonal risks, ask for help and experiment with new approaches. All of these drive performance and innovation.

Constructive feedback strengthens capability, confidence and trust.

Final thoughts

In a region powered by transformation, growth and ambition, organisations cannot afford the hidden cost of silence. Constructive feedback is not criticism; it is a gift. It shows belief in someone’s potential and commitment to their success.

When leaders communicate with clarity, empathy and cultural sensitivity, they elevate both performance and relationships. At FBS-MENA, this is central to how we develop people, build capability and support organisations on their growth journeys.