One Size Fits None 

 

Giving feedback without formal authority isn’t just possible, it’s essential for a healthy institution. But it’s not a one-size-fits-all skill. The approach that works with a peer might fall flat with your department head.  

Now, you may find yourself asking: “Do I need to be able to give feedback to a wide array of people?” Yes! In higher education, work happens across complex networks of faculty, staff, committees, and project teams. Feedback moves through these relationships differently. To be effective, you must adapt your approach to meet people where they are and connect with what they value.  

Remember, the ultimate goal of feedback isn’t correction, it’s collaborative improvement. 

Influencing the Academy Up, Down, and Across the Aisle 

Following below are lenses to consider when offering feedback to the people you report to, your peers, or junior colleagues. 

Going Up: Leading with Curiosity and Data 

When offering feedback to a leader or superior, your position requires a delicate touch. The key is to shift from giving “feedback” to providing “insight.” This is why you should lead with genuine curiosity and ground your observations in objective data. 

• Instead of: “I think we should change our outreach strategy.” 
• Try: “I was looking at the enrollment data from the last quarter, and I noticed a trend I found interesting. I’m curious to know if you see the same thing, or if this data connects with other trends you’re tracking?” 

This approach frames you as an observant and engaged partner, not a critic. You are presenting information and inviting your leader into a strategic conversation, respecting their position while still contributing valuable insight. 

Going Across: Focusing on Shared Outcomes 

When speaking with peers, your power lies in your shared experience and mutual goals, so the most effective feedback for colleagues is always anchored in a collective “we.” 

• Instead of: “You missed the deadline for your part of the report.” 
• Try: “I’m working on my section of the report today and wanted to check in on how we can get our parts integrated to hit our team’s deadline. Is there anything I can do to help on your end?” 

This focuses on a shared objective (the team’s deadline) and positions you as a supportive collaborator. It’s not about blame; it’s about solving a problem together. 

Supporting Others (Without Supervising) 

You don’t need to be a manager to help someone grow. You might be mentoring a junior colleague or collaborating with someone on a project team. In these situations, your feedback should feel like support, not supervision. 

Frame your input as an observation or an offer of help. You are sharing your perspective to help them succeed, which in turn helps the team. 

• Try: “I noticed you’re juggling a lot with the new student orientation planning. I ran that project last year and learned a few things the hard way. Would it be helpful if I shared some of my old templates?” 

Pause & Reflect 

The most influential professionals aren’t the ones with the most authority, they’re the ones who help their teams learn faster and work better together. Think of one person you’d like to give feedback to this week:  

• Where do they sit in your organization’s structure (up, across, or other)? 
• Based on that relationship, which approach would be most effective? 
• How can you frame your insight to focus on curiosity, shared goals, or supportive observation? 

Try using Sophia, the AI Leadership Coach, to practice your approach. You might ask: “Help me phrase feedback for my boss about a new process, leading with curiosity and data.”