WIN-ing Feedback

Do you want to transform your 1:1’s?

In a previous post we covered five myths about feedback. Today we are focused on the power of effectively involving people in WIN-ing conversation because feedback is the foundation of growth, innovation, and performance improvement.

During a recent coaching session, we were debriefing with the client who shared how he applied the WIN approach to his annual performance evaluation discussions. He shared that the conversations were powerful and completely different than in past years. Not only did each person leave feeling energized but they continued to communicate their progress, learning and more on a regular basis. He felt the impact of WIN-ing feedback.

The value of regular and structured feedback

• Drives continuous improvement by reinforcing strengths and addressing gaps.
• Builds trust and psychological safety, allowing team members to share ideas and concerns openly.
• Increases engagement and motivation, as employees see a clear path for development.

Yet, feedback is only effective when it is delivered constructively and when the employee owns it. Simply providing feedback doesn’t ensure action—insight does. People are far more likely to make changes when they reach their own conclusions rather than just being told what to do.

Ensuring feedback is received and acted upon

To create a culture of effective feedback:

1. Ask, Don’t Tell – Guide employees to uncover their own insights.
2. Make it Timely – Provide feedback close to the event.
3. Be Specific – Help them see exactly what worked and where improvement is possible.
4. Balance Positive and Constructive – Reinforce strengths while guiding growth.
5. Follow Up – Revisit previous feedback to acknowledge progress or adjust strategies.

The WIN Model: leading employees to their own insights

Instead of delivering feedback (telling people), use the WIN model to ask questions that lead employees to their own conclusions:

W – What’s Working? 

(Leader asks, employee reflects)
Start by guiding the employee to recognize their own strengths. This builds confidence and reinforces effective behaviors.

• Leader: “Looking at your recent presentation, what do you feel went really well?”
• Employee: “I think I structured it well and kept people engaged with my storytelling.”

I – What Would You Improve? 

(Leader asks, employee reflects on growth opportunities)
Rather than pointing out flaws, ask questions that help them identify areas for growth.

• Leader: “If you could enhance one part of your presentation, what would it be?”
• Employee: “I think I could have included more data to support my key points.”

N – What Will You Do Differently Next Time? 

(Leader helps employee create an action plan)
Encourage commitment to action by asking what they’ll adjust moving forward.

• Leader: “That’s a great insight. How will you approach your next presentation differently?”
• Employee: “I’ll integrate more data visuals and practice explaining them clearly.”

By asking instead of telling, leaders help employees internalize feedback, making it more meaningful, actionable, and lasting.

ACTION:

This week, use the WIN model in your feedback conversations. Instead of giving answers, ask the right questions to help employees reach their own insights and drive their own growth.

People don’t resist change. They resist being changed. – Peter Senge