Best practices for feedback delivery

1.  Deliver feedback in the morning.

Most leaders are preoccupied with what to say during feedback conversations — but when matters just as much. According to Thompson, earlier is better.

"Most of us are 'morning people' when it comes to receiving feedback," Thompson writes.

Research on circadian rhythm shows that people tend to be more alert, less reactive, and even more physically resilient in the early hours of the day. One study found that individuals had a "higher tolerance for physical pain in the morning compared with later in the day," a proxy for greater emotional and cognitive bandwidth.

Leaders should consider the impact of cognitive fatigue, which sets in as the day progresses and affects decision-making and productivity.

"Judges, for example, are more likely to deny parole later in the day, when their cognitive resources are depleted," Thompson notes. The same logic applies to performance conversations: end-of-day feedback risks being filtered through stress, distraction, or sheer mental exhaustion.

For better reception and stronger impact, aim to deliver feedback in the morning — before meetings, emails, and decision fatigue crowd out reflection and learning.

2. Consider giving feedback midweek — not on Friday.

Timing isn't just about the hour — it's about the day.

Early-week feedback often collides with what Thompson calls the "Sunday Scaries" — a spike in anticipatory anxiety as employees re-enter the workweek. Delivering constructive criticism on a Monday morning can amplify stress and reduce receptiveness.

At the other end of the week, Friday feedback may linger too long.

"Holding feedback sessions on Friday afternoons can leave employees ruminating over the weekend," Thompson warns. "They may spiral into negative thought patterns that hinder their ability to disconnect, recharge and return to work ready to be productive."

Instead, aim for Tuesday through Thursday. By midweek, employees are in their rhythm and more likely to process input thoughtfully — with time to act on it before the next weekend.

4. Keep it short and structured.

When it comes to feedback, quality matters more than quantity.

"Short, focused conversations (5–10 minutes) work well for addressing specific issues," Thompson writes.

For broader reviews, 30–45 minutes may be appropriate — but even then, the conversation should be clear, intentional, and constructive.

A well-structured session includes:

• A clear entry point: "I want to share some thoughts on how we can improve together."
• Actionable insights: "I noticed that when you disagree, you tend to raise your voice more than you might realize."
• A positive note to end on: "I'm very confident you can make progress with this."

The bottom line for leaders

When feedback is delivered poorly, employees shut down. When it's delivered well — and at the right time — it becomes a performance lever, not a pain point.

Feedback is most effective when it's structured, timely, and consistently given, Thompson reminds us. That means morning over afternoon, midweek over Monday or Friday, and structure over spontaneity.