Every team handles feedback differently.
For Nick Skrede, director of security, compliance and IT, feedback is what helps him become a better leader at BigTime, a software provider that supports consulting firms.
“Feedback is the primary data a manager has about their own blind spots, and the skill that matters most is receiving it without defending against it,” Skrede said. “If I’m asking my team for candor, I should be modeling how I take it.”
For Shaina Dudas, HR generalist at The Heico Companies, business strategy and clear communication go hand in hand.
“From an employee perspective, understanding company strategy starts with understanding the ‘why’ behind the work you’re doing,” Dudas said. “My manager does a great job of providing context around why something is a priority, what we are ultimately trying to accomplish, and how my work fits into that bigger picture.”
At YCharts, an investment insights platform for wealth management, communication is built into the ebb and flow of every week through town halls, one-on-ones and cross-departmental meetings.
“By combining clear goals, frequent communication, and two-way feedback, we help employees understand where we’re going, what is expected of them, and how their work contributes to YCharts’ success,” Olha Bezruchko, people operations manager, said.
We spoke with Skrede, Dudas and Bezruchko to learn how communication and feedback keep their teammates feeling connected and engaged with their work.
The Heico Companies is the parent holding company for a diverse portfolio of manufacturing, construction and industrial services businesses.
How do managers create clarity around goals and priorities?
For me, clarity comes from understanding what the priorities are, what I own, and where I have the flexibility to make decisions on my own. My manager does a great job of giving me that independence while still being available when I need to talk through something or get her perspective. I’ve learned that I don’t necessarily need step-by-step direction to feel clear on a goal. Knowing what we are trying to accomplish and what success looks like gives me the confidence to figure out the best way to get there, bring forward my own ideas and recommendations, and ask for feedback when I need it. That balance has helped me become more confident in my role and take greater ownership of my work.
What role does feedback play in management development?
I think feedback plays an important role in management development because the best leaders are still willing to learn and grow themselves. My manager consistently asks for feedback on how she can be a better leader and teammate to me, which has shown me that feedback should go both ways. She is also comfortable being honest when she’s unsure about something rather than feeling like she needs to have every answer. That has created an environment where I feel comfortable sharing a different perspective, asking questions, or admitting when I’m unsure, too. It’s taught me that good leadership isn’t necessarily about having all the answers, but being open to learning from the people around you. That kind of openness builds trust and gives both the manager and employee an opportunity to grow.
How do leaders ensure employees understand company strategy?
From an employee perspective, understanding company strategy starts with understanding the “why” behind the work you’re doing. My manager does a great job of providing context around why something is a priority, what we are ultimately trying to accomplish, and how my work fits into that bigger picture. Having that context has helped me become more confident in making decisions independently because I’m not just completing a task; I understand the purpose behind it and can use that to guide my decisions along the way.
It has also taught me something about how I communicate with others. When I’m delegating work or walking someone through a process, I try to share the bigger picture instead of only explaining their individual piece. Even if someone is responsible for one small step, I want them to understand why that step is important and what we’re working toward together. I’ve learned through my own experience that having that context can create a stronger sense of ownership and make your contribution feel more meaningful.
YCharts enables smarter investment decisions and better client communication for the wealth management industry.
How do managers create clarity around goals and priorities?
At YCharts, we create clarity by making sure employees understand what they are working toward, what success looks like, and how their work connects to the bigger picture.
We use SMART goals at both the department and individual level to establish clear, measurable priorities. Our 360-degree performance review process gives employees an opportunity to reflect through self-evaluations, provide feedback to their managers, and give and receive feedback from peers.
Communication is also a consistent part of how we work. We hold weekly company town halls, weekly department and cross-functional meetings, and weekly one-on-ones between employees and their managers. These conversations provide regular opportunities to discuss priorities, share updates, ask questions, address challenges, and stay aligned.
By combining clear goals, frequent communication and two-way feedback, we help employees understand where we're going, what is expected of them, and how their work contributes to YCharts' success.
What role does feedback play in management development?
Feedback plays a crucial role in how our managers grow at YCharts. We want managers to hear directly from the people they support, understand what is working well, and identify areas where they can improve. Our 360-degree review process gives managers feedback from their direct reports, peers and themselves, creating a more complete view of their leadership.
We also use our LMS to provide employees with courses focused on the importance of feedback, how to give it constructively, and how to be open to receiving it. We believe feedback is most valuable when it goes both ways and is viewed as an opportunity to learn rather than criticism.
Our goal is to create a culture where managers and employees feel comfortable having honest conversations, learning from one another, and continuously improving.
How do leaders ensure employees understand company strategy?
At YCharts, we make sure company strategy is communicated consistently and connected to each employee’s day-to-day work. Our weekly town halls provide regular updates on company priorities, progress and what is happening across the business.
We also cascade SMART goals from the company and department level down to individual employees, so everyone understands how their goals connect to broader business priorities. Managers and employees review these goals quarterly to discuss progress, adjust priorities when needed, and make sure work remains aligned with the company’s direction.
Weekly one-on-ones and professional check-ins provide another opportunity to talk about priorities, answer questions, and make sure employees understand how their work contributes to the bigger picture.
Our organizational structure also encourages accessibility and organic communication. Employees can connect with leaders and colleagues across teams, ask questions, and get context without having to navigate layers of hierarchy. This combination of regular communication, clear goals and open access helps keep everyone moving in the same direction.
BigTime is a software company that helps consulting firm teams do their best work. The company’s flagship product is a SaaS-based system that is custom-built for accounting, architecture and engineering, consulting, creative, government contracting, IT services and law firms.
How do managers create clarity around goals and priorities?
Clarity comes from transparency first, then shared ownership. People can’t prioritize well if they only see their slice, so I start with the why: what the company is trying to accomplish, what it has committed to, and where our work fits. Once that context is shared, the goals get built with the team rather than dropped on them. They know the work better than I do, and the goal they helped shape is one they’ll defend when priorities compete. The test is simple: If someone on my team can’t explain why their top priority is their top priority, I haven’t created clarity; I’ve just assigned work.
What role does feedback play in management development?
Feedback is the primary data a manager has about their own blind spots, and the skill that matters most is receiving it without defending against it. Early on, I treated feedback as individual moments to respond to. Now, I treat it as a dataset. One comment is a data point; the same theme from three people over three months is a trend, and you act on trends. I collect it deliberately: skip-level one-on-ones where I aim to listen far more than I talk, and my own growth as a leader as a standing item with my manager. If I’m asking my team for candor, I should be modeling how I take it.
How do leaders ensure employees understand company strategy?
Transparency on repeat, and then helping people see their own part in it. Strategy rarely sticks from one all-hands; it sticks when someone can connect it to the work in front of them. After a recent all-hands, we used our team meeting to talk openly about what was said and what it meant for us. The company is leaning hard into AI, and our job is to help it move safely, not slow it down. That became a decision guide for colleagues launching tools they’ve built with AI, so they know what to check before they ship. The more of the strategy people own, the less I have to repeat it.
