Let’s face it: Every employee is going to mess up at some point in their careers. It’s how you, as a business owner, address it that makes all the difference. This week, we asked 11 designers—Anna Baraness, Elizabeth Bennett, Jeanne K. Chung, Renée Gaddis, Andrea Goldman, Jade Joyner, Aymee Kuhlman, Rachel Moriarty, Mallory Robins, Kristin Tarsi and Jess Weeth—how they give productive feedback to their team members.
The Sandwich Method
“I’ve always appreciated how a great coach takes the time to really observe and invest in you, not just to point things out but to help you grow. I try to bring that same mindset to feedback: starting from a place of shared goals and the belief that we all want to do our best. I’m still learning to be clear and direct without overexplaining (I tend to say too much!). Something that has helped is asking more questions—it opens up space for conversation rather than correction. We also use a version of the ‘sandwich’ approach—affirmation, constructive note, affirmation again—because I genuinely believe encouragement fuels progress.” —Aymee Kuhlman, Light and Dwell, Corvallis, Oregon
Three Is the Magic Number
“We’ve found the most success by thinking about feedback as a kind of three-step process. First, we set clear expectations upfront. This could apply to something as small as a co-worker’s role in a specific task to bigger-picture topics like job title and the responsibilities that come along with it. When we’re all aligned, it makes providing feedback so much easier! Second, we like to give ‘in the moment’ feedback for smaller, more task-oriented opportunities. We try to do this privately and approach those conversations with more of a teaching tone. We also try to use these moments to provide positive feedback, which can reinforce strengths rather than just critiquing. Third, we have scheduled check-ins a few times per year with each co-worker to discuss long-term development. We found this to be an awesome forum to talk about opportunity, areas of strength and what steps we can take together to foster growth between now and the next check-in.” —Jess Weeth, Weeth Home, Rehoboth Beach, Delaware
Hammer Before Honey
“I definitely take on a coaching role when offering constructive feedback. I’ve learned through life experience that growth happens best in a supportive culture, so I strive to create that for my team. I’ve made plenty of mistakes and tend to be my own harshest critic, so I never want feedback to feel like a pile-on. I’m not a fan of the typical ‘honey before the hammer’ approach, it has always felt disingenuous to me. I actually prefer the opposite: Lead with the hammer, then follow with the honey—and a little humor to lighten the energy. I also take a ‘we’ approach, because sometimes a missed expectation means I could’ve communicated more clearly or asked better questions. I also focus on ‘going forward’ language. I’m not someone who dwells in the past; we’ve got a world to make more beautiful!” —Rachel Moriarty, RM Interiors, San Diego, California
Person-First Feedback
“We always give feedback from a place of care and support, where we think of the person first. Our goal is never to judge but to coach, helping our team grow, refine their skills and deliver their best work. That means making sure the person receiving feedback understands our intentions are positive and growth-focused. It makes the conversation feel more like coaching than correcting, which is how we want all feedback to be received. We keep a few principles in mind: Ask for permission to give feedback, which helps lower defensiveness (‘Can I share a thought on the X project?)’; be direct, specific and timely (we don’t wait days or weeks, and we avoid overwhelming the person with too many points at once); focus on the work or the action, not the individual, and choose words carefully to ensure it never feels personal; and highlight key takeaways to avoid nitpicking. Finally, we believe critique should be part of the culture, not something reserved for when things go wrong. Regular project reviews or post-mortems are built into our process so that reflection becomes standard practice. This helps normalize feedback and makes continuous learning part of our office culture.” —Anna Baraness and Kristin Tarsi, Studio AK, New York
Foundation First
“I always begin by saying this isn’t a criticism—it’s an observation from my experience, offered to help you grow as a professional. That shifts the energy right away. It’s not about blame, it’s about refinement. I approach it as a two-way conversation, not a correction. I’ll start with what’s working—what I see as their strengths—and then clearly walk through the area where I think there’s room to elevate, improve or rethink. I give context: why it matters, how it impacts the client, the team and the timeline. And we talk about solutions together. I want the people on my team to feel empowered and trusted, not scrutinized. My job is to help them get better, not feel smaller. We’re not here to be perfect—we’re here to evolve.” —Jade Joyner, Metal + Petal, Athens, Georgia, and Johns Island, South Carolina
Tailored Approach
“When an employee is struggling to perform, it always makes sense to try to figure out what impediments are standing in the way of their success. The most successful way of offering constructive feedback is to directly let them know where they are falling short and ask them why they think that is. If there is something that we as an organization can do to help, that’s the first step. Sometimes it is just a matter of the employee’s own bad habits, and in those instances, we try to work with them directly to find techniques to help improve—whether it be better note-taking, new organizational tools or more frequent check-ins for better communication.” —Andrea Goldman, Andrea Goldman Design, Chicago
Big-Picture Feedback
“When offering constructive feedback, I prioritize the strength of the team over the individual and focus on the quality of work rather than the person. This fosters accountability and keeps individuals invested in the solution. In today’s culture of the ‘participation trophy,’ I’ve found that it is crucial to balance recognition with critique. More importantly, explaining the why and not just the how leads to meaningful, long-term growth. Even as the principal of the firm, I believe there is always room for improvement. Growth begins with active listening and a commitment to continuous learning.” —Jeanne K. Chung, Cozy Stylish Chic, Pasadena, California
Empower, Don’t Discourage
“I always come from a place of support and growth. It’s important to be clear and kind—focus on the behavior, not the person, and explain why it matters. I’ll often say, ‘Here’s something I noticed, and here’s how we can make it stronger.’ Then I offer a solution or next step. I always try to end by reminding them of their strengths—I want my team to feel empowered, not discouraged. That’s when real growth happens.” —Renée Gaddis, Renée Gaddis Interiors, Naples, Florida
Goes Both Ways
“We strive to create a culture where feedback is both expected and welcomed, as we feel like it only serves to make the final design better. We often say to our team ‘we don’t know what we don't hear’ and expect that culture to pervade both directions, by offering [and soliciting] ongoing feedback on a regular basis. We feel strongly that while we are very personally engaged in each project, we are not personally invested in any element of the design, except [the desire to] deliver the absolute best, even if that means a complete overhaul.” —Mallory Robins and Elizabeth Bennett, Kobel + Co, Kansas City, Missouri
