You Got Feedback from Your Team. Now What?

Let’s say the engagement survey results just landed in your inbox. You skim the top-line scores, glance at a few bar charts, maybe scroll through a handful of anonymous comments. Some are flattering. Others? Not so much.

And now, you’re sitting there thinking: Cool. Now what?

That’s the million-dollar question.

As a people manager, you’re in a unique position. You can’t fix everything (nor should you try), but your response to feedback can shape team morale, trust, and performance for months. And let’s be honest—nothing undermines engagement like asking for feedback and then doing… absolutely nothing.

So here’s a simple, real-world, no-BS 30-day playbook for turning employee feedback into meaningful action. Not corporate “change initiatives” or endless follow-up surveys. Just a human, practical approach.

Week 1: Digest & Reflect (Don’t React)

The first instinct is to fix everything. Right now. Don’t.

Take a beat. Read the results twice. Read the comments three times. Don’t just look for patterns—look for tone. Are people frustrated? Exhausted? Just…meh?

If something stings, sit with it. Resist the urge to defend. That’s your ego talking. Your job right now isn’t to justify. It’s to understand.

Make a few private notes:

• What surprised you?
• What confirmed something you’ve suspected?
• What feels most urgent to address?

And maybe most importantly: What feedback wasn’t shared that you expected?

Week 2: Talk to Your Team (Like, Actually Talk)

This is where most managers go off course. They email a summary, say “thanks for the feedback,” and move on. Don’t be that person.

Instead, have a real conversation. It doesn’t need to be formal. A team huddle, a roundtable, a virtual coffee chat—whatever fits your vibe.

Here’s what to cover:

• What you heard from the survey (be honest and specific)
• What themes stood out
• Where you think you can make changes
• Where your hands might be tied (and why)

And then say the magic words: “What am I missing?”

Ask for clarity. Invite discussion. And if the room is quiet? Don’t panic. Sometimes people need to see that it’s safe to speak before they actually do.

Week 3: Choose One Thing

You do not need a six-point action plan.

Choose one thing to work on. Just one. The thing that:

• Will have a real impact
• You actually have the power to change
• Feels like a signal to your team that you’re listening

Maybe it’s reworking how meetings are run. Maybe it’s building in clearer expectations. Maybe it’s doing a better job of recognizing wins.

Whatever it is, make it visible. Don’t just tweak things behind the scenes. Announce it. Own it. Say, “This came up in the survey, and here’s how we’re addressing it.”

That moment? That’s where trust grows.

Week 4: Circle Back & Check In

You made a change. Great. Now close the loop.

Follow up with your team:

• “How’s this going for you so far?”
• “Is this helping?”
• “Anything we should adjust?”

This isn’t about being perfect. It’s about being open.

And if something isn’t working? That’s okay. Say so. Adapt. The point isn’t to have all the answers. It’s to show that you’re engaged, responsive, and willing to keep showing up.

A Few Things to Keep in Mind

• Silence is feedback. If people didn’t comment, that’s a message too. Ask why.
• You don’t need to fix the system. Focus on what’s in your control.
• People don’t expect perfection. They want effort. Consistency. Follow-through.

What Happens If You Do Nothing?

People notice.

They remember when you asked for feedback and then ghosted it. That memory sticks. It shapes the next survey, the next one-on-one, the next performance review. And before you know it, employees are checking out because they feel like speaking up doesn’t matter.

So don’t overthink it. Just respond. Be human. Be transparent. Pick one thing and do it well.

Because feedback is a gift—but only if you do something with it.