Give Feedback That Inspires, Not Alienates – Episode 73 Just about every advisor will tell you they have an organization that values feedback. But in practice, providing feedback often goes poorly for the giver as well as the receiver. That’s because feedback is often delivered more as criticism and frustration than as coaching and an opportunity to improve—which, in turn, results in defensiveness and hurt feelings rather than the creation of a better path forward. The good news: You can make feedback become a regular, expected and positive component of your business’s culture—turning feedback from a source of drama into a driver of growth. The key is to approach feedback with the proper intention, and systematize the process so it’s a natural part of how your practice operates. So says Kirk Hulett, CEG Worldwide’s managing principal of teaming solutions, who recommends advisors adopt an eight-part framework for better feedback.