In a recent LinkedIn post, Leanne Bridges discusses a common managerial pitfall: the avoidance of direct, constructive feedback, reframing it as an act of kindness rather than unkindness. Bridges highlights a scenario where managers hesitate to address minor performance issues with team members, believing that delivering critical feedback would be perceived as harsh.
As Leanne Bridges points out:
“There’s someone on their team they need to have a word with. Nothing dreadful. Just something that would help that person get better. And your manager keeps avoiding it.”
This avoidance, Bridges explains, stems from a misconception about what constitutes kindness in a professional setting. Managers who shy away from these conversations often do so because they fear causing discomfort or damaging relationships. They might resort to dropping hints or hoping the issue resolves itself, a strategy that rarely proves effective.
The Misconception of Unkindness
Leanne Bridges argues that this hesitation is rooted in a misunderstanding of effective leadership and communication. The perceived kindness of silence or indirectness, Bridges contends, is actually a disservice to the employee and the team.
“The unkind thing is saying nothing. Leaving someone to keep getting things wrong, because the conversation feels hard,” writes Bridges.
According to Leanne Bridges, the failure to provide clear feedback prevents individuals from understanding areas where they can improve. This can lead to stagnation in their professional development and can even foster negative perceptions among colleagues who are aware of the issue but see no action being taken.
Feedback as a Catalyst for Growth
Bridges reframes constructive feedback as one of the most supportive actions a manager can take. When delivered appropriately, feedback helps employees enhance their job performance, grow professionally, and overcome obstacles they might not even be aware of.
The Benefits of Direct Communication
Leanne Bridges emphasizes that the true kindness lies in empowering individuals with the information they need to succeed. This involves not only identifying areas for improvement but also providing guidance on how to achieve it.
“Telling someone what would help them is one of the kindest things you can do. They get better at their job. They grow. And they fix something they didn’t even know was holding them back.”
The core issue, as Bridges sees it, is not a lack of managerial competence, but often a lack of training or a clear understanding of how to conduct these difficult conversations effectively. Many managers who avoid these discussions are not inherently soft-hearted; they simply haven’t been equipped with the skills or the perspective to see feedback as a constructive and kind act.
Equipping Managers for Effective Feedback
Leanne Bridges suggests that organizations need to foster a culture where direct, constructive feedback is normalized and managers are trained in its delivery. This involves understanding that the discomfort of a difficult conversation is temporary, while the benefits of improved performance and employee growth are long-lasting.
In Bridges’s view, the responsibility lies in both the manager’s willingness to engage and the organization’s support in providing the necessary tools and encouragement. By shifting the perspective from feedback as criticism to feedback as a crucial developmental tool, businesses can unlock greater potential within their teams.
“Most managers who avoid this aren’t soft. They’ve just never been shown that the conversation is the kind thing. Or how to have it so it actually helps,” concludes Bridges, underscoring the need for both a mindset shift and practical skill development.
📝 About This Content
This article is based on insights shared by Leanne Bridges on LinkedIn.
📅 Originally posted on June 23, 2026 | View original post on LinkedIn →