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Requesting Feedback

Requesting feedback helps you understand how your work is perceived, identify blind spots, and grow faster. Here’s how to ask for and make use of feedback.

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Why request feedback

Self-assessment has limits You can’t always see how your work impacts others or how you’re perceived. Feedback from multiple sources provides perspective. Managers don’t always volunteer feedback Even good managers can’t give feedback on every project or behavior. Requesting it ensures you get the input you need. Peer feedback is valuable Your manager doesn’t see all your work. Peers and stakeholders often have unique insights about collaboration, communication, and execution. It demonstrates growth mindset Actively seeking feedback signals that you care about improvement and aren’t defensive.

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How to request feedback in Topicflow

1. Go to Feedback and click “Request Feedback”
2. Select who you want feedback from
3. Optionally provide context or specific questions:
   • “I’d like feedback on how the Q1 project went”
   • “Can you share thoughts on my recent presentation?”
   • “How can I improve my communication with stakeholders?”
4. The person receives a notification and can submit feedback

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Who to request feedback from

Your manager

• For overall performance feedback
• On goal execution
• About growth areas and career development
• Before performance reviews (to avoid surprises)

Peers

• On collaboration and teamwork
• On projects you worked on together
• On communication and responsiveness
• On technical skills (for peer review)

Direct reports (if you’re a manager)

• On your management and coaching
• On clarity of direction
• On support and accessibility
• On team culture and dynamics

Cross-functional stakeholders

• On projects where you worked with their team
• On communication and responsiveness
• On understanding of their needs

Customers or external partners (Less common in Topicflow, but possible for roles with external interaction)

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When to request feedback

After completing a project “I’d like feedback on how the launch went and what I could improve next time” Before performance reviews “My review is coming up — can you share feedback on my work this quarter?” When trying something new “I’m working on my presentation skills — feedback on today’s demo would be helpful” When you sense misalignment “I’m not sure how my recent work landed — can you share your perspective?” Regularly (e.g., quarterly) Some people request feedback on a schedule to ensure continuous input.

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How to ask for specific, useful feedback

Be specific about what you want feedback on ❌ “Can you give me feedback?” ✅ “Can you give me feedback on my communication during the project kickoff meeting?” ❌ “How am I doing?” ✅ “How well am I balancing speed and quality in my work?” Specific requests lead to specific, actionable feedback. Provide context If you’re asking someone who doesn’t work with you daily:

• Explain the project or situation
• Mention what you were trying to achieve
• Note any constraints or challenges

Ask open-ended questions Instead of: “Was the presentation good?” (yes/no) Ask: “What worked well in the presentation, and what could I improve?” Request examples If feedback is vague (“You need to be more strategic”), ask:

• “Can you give an example of a situation where I could have been more strategic?”
• “What would a more strategic approach have looked like?”

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Receiving feedback well

Don’t get defensive If your first instinct is to explain or justify, pause. Listen first, respond later. Ask clarifying questions

• “Can you give me an example?”
• “What would you have done differently?”
• “How did that impact the project?”

Thank the person Even if the feedback stings, acknowledge the effort it took to share it. Reflect before reacting You don’t need to agree with all feedback immediately. Take time to process it. Act on feedback If you request feedback but never change anything, people will stop giving it.

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What to do with feedback once you receive it

Identify patterns If multiple people say similar things, it’s likely a real growth area. Create development goals Turn feedback into concrete goals:

• Feedback: “Your emails could be more concise”
• Goal: “Reduce stakeholder email length by 50% while maintaining clarity”

Discuss in one-on-ones Bring feedback into your next one-on-one:

• “I got feedback that my presentations are too detailed — can we discuss how to improve?”

Follow up After acting on feedback, check in:

• “I’ve been working on being more concise in meetings — have you noticed improvement?”

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Requesting feedback during review cycles

Most review processes include 360-degree feedback. Here’s how to make the most of it: Choose reviewers thoughtfully Select people who:

• Have worked closely with you during the review period
• Have seen different aspects of your work
• Can provide diverse perspectives

Provide context to reviewers Remind them:

• What you worked on together
• What you’d like feedback on
• What goals you were working toward

Don’t only pick people who will say nice things Honest feedback is more valuable than glowing but uninformative feedback.

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Common mistakes when requesting feedback

Asking too broadly “Any feedback?” often leads to vague responses. Be specific. Asking defensively If you request feedback but argue with every point, people won’t be candid. Only asking your manager Managers don’t see everything. Get feedback from peers and stakeholders too. Requesting but not acting If you ask for feedback repeatedly but never change, people will stop investing effort. Asking only when things go well Request feedback after challenging projects too — that’s where growth happens.

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Best practices

Make it a habit Request feedback quarterly, not just before reviews. Be specific Ask about particular projects, skills, or behaviors. Follow up Let people know how you’re acting on their feedback. Thank people Giving thoughtful feedback takes effort. Acknowledge it. Model openness If you want candid feedback, show that you can receive it without defensiveness.

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What’s next