Empowering Leaders, Illuminating Paths, Driving Change
Volume 2, Issue 4 | December 2025
Hi Friends,
Welcome back to The Illumination Brief—I’m glad you’re here.
With only two weeks left in 2025, it’s this odd time of hurrying up to finish projects and also slowing down to reflect on the quarter and the year. It’s a time to celebrate, and it’s a time to communicate.
As a people leader, it is also one of the most dreaded times of the year – preparing for or actively involved in year-end performance reviews.
As a former Chief Talent Officer, I worked with the business and HR to find ways in which to simplify, streamline, and re-design this part of the performance process to focus more on what mattered most. Less about forms, more about real conversation. Less about ratings, more about sharing real feedback, creating space for real learning, and working together (manager and team member) to identify what’s important to focus on for the following year.
In the spirit of keeping it simple, this Brief is one of my shorter ones. It’s all about Feedback. I hope it helps you and your people leaders make the most out of this important year end conversation.
As always, I hope you find this Brief timely and valuable.
Thanks for reading,
Debbie
INSIGHT, INTENTION, and IMPACT
Insight
Feedback doesn’t need to be perfect to be powerful. It needs to be intentional, brain-aware, and practiced over time. The resources below offer practical ways to strengthen this super skill — one conversation at a time. Below are three resources that provide useful tips on how to deliver feedback, as well as how to work with our brains to make is as successful and least stressful as possible.
 Using Neuroscience to make feedback work and feel betterFeedback works best when brains feel safe to learn, not under threat — and when people ask for it versus have it delivered “at” them. By David Rock, Beth Jones, & Chris Weller |
 Redux: The Art and Science of FeedbackThis episode bridges research and real leadership behavior. It’s practical, grounded, and immediately usable for anyone leading humans (which is all of us). Listen here, also available on your podcast platform of choice. |
The Center for Creative Leadership created the feedback model that launched the shift in providing effective feedback. Why not go back to the source that created one of the best approaches? |
 Hungry for more great Feedback resources? Click here for additional curated items. |
Intention
Feedback isn’t a leadership trait—it’s a leadership practice. Practices improve through intention, not improvisation. Below are two focused experiments to strengthen how you give feedback and how you ask for it.
Prepare Before You Give Feedback
So it lands—and leads to change
| Clarify Your Intent Why am I giving this feedback? What outcome do I want? Abort mission if this isn’t clear |
| Set the Scene (Situation) Be specific. Which meeting? When? Who was present? |
| Describe What You Observed (Behavior) Stick to what you saw or heard. No interpretation. No meaning-making. |
| Name the Impact How did this affect: Others, you, the work or outcomes |
| Pause and Invite Their Perspective What was your intent? What do you think happened? |
| Align on What Comes Next What behavior makes sense going forward? |
| Offer Support How can I support you? |
| Confirm the Experiment What will we try? For how long? When will we check back? |
⬅️ (Brains love a finish line. This gives them one.)
Strong feedback cultures are built by preparing to give feedback—and practicing how to ask for it.
To download infographics of these practices, click <<here>>
Practice Asking for Feedback
Before the meeting, not after
| 1. Identify the Behavior You’re Working On What specific behavior do I want to improve? (Write it down.) |
| 2. Choose Who to Ask Who will see this behavior in action? Who will be honest with me? |
| 3. Ask in Advance Before the meeting or interaction, say: “I’m working on ___ . Would you watch for it and share what you notice?” |
| 4. Make the Ask Specific What should they look for? When should they tell you? |
| 5. Listen Without Defending No explaining. No correcting. Just take in the data. |
| 6. Thank Them Always. |
| 7. Integrate and Experiment Decide what to try next. Test it in real situations. Let them know what you’re working on. |
Repeat as needed to reinforce the change you want to see.
Impact
🗓️Upcoming: Unlocking Senior Teams Workshop – March 17
If you’re part of a senior executive team that’s good—but could be great—join us for our next virtual workshop focused on unlocking senior teams. Designed for CHROs, CPOs, and other senior HR executives, this workshop draws on insights from our 2025 sessions (which received very favorable recommendations from participants).
We’re capping it at 15 participants to keep discussions deep and personal.
- Date: Tuesday, March 17
- Time: 10:00 am – 1:30 pm CT
- Cost: Free (in exchange, I’m asking for your workshop feedback)
To reserve your spot, or to be added to the waiting list (in case the topic resonates but you cannot make the date), email me with the subject line “March Senior Teams Workshop.”
The Plager Group is Growing
As part of our mission to provide top caliber executive coaching and consulting, we have thoughtfully and intentionally grown our coaching cadre. Over 90% of our coaches have worked in the corporate arena for over 15 years, have led people, and have lived the experience. They have graduate school or coaching program credentials. To find out more about our talented cadre, or our 1:1, Group, or Senior Team Coaching services – check out our website.
Thank you for diving in and reading this issue of The Illumination Brief.
Please drop a line to share any feedback. It helps me grow, ensures I’m adding value, and provides me with ideas for future editions.
Warmly,
Debbie
Founder & CEO
The Plager Group
www.theplagergroup.com
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