Maxwell Leadership Executive Podcast #372: Using Feedback to Rekindle Engagement

Date: November 27, 2025
Host: Perry Holley (Maxwell leadership facilitator and coach)
Co-host: Chris Goede (Executive Vice President, Maxwell Leadership)

Episode Overview

This episode explores the critical relationship between regular, meaningful feedback and employee engagement. Drawing on leadership experience and research, Perry Holley and Chris Goede discuss how disengagement often evolves slowly due to a lack of feedback and what leaders can do, starting today, to rekindle motivation and connection within their teams.

Key Discussion Points & Insights

Engagement Erodes Without Ongoing Feedback

• Gradual Disengagement:
  • Perry highlights insight from Jeff Hancher:

    "Engagement doesn't die in a day. It dies day by day." (02:00, Perry)

  • Disengagement is seldom sudden—it creeps in when people don’t receive appropriate feedback about their work.
• Role of Leaders:
  • Chris stresses that lack of feedback leads to employees "checking out."

    "If you're not hearing from your team... don't assume that things are fine. It actually is probably a situation where maybe they don't even feel safe speaking up or... they may not even feel like it's worth it." (03:37, Chris)

  • Cites John Maxwell:

    "Leaders who don’t listen will eventually be surrounded by people who have nothing to say." (04:18, Perry quoting John Maxwell)

Feedback Is More Than Annual Reviews

• Continuous Feedback is Key:
  • Chris shares:

    "We're not talking about your annual reviews... You can't just get to the end of the year and say 'Hey, good job doing this.'... You got to have continual feedback and talking about it on a timely basis." (06:07, Chris)

  • Uses the airplane analogy—small deviations unaddressed can lead to way-off outcomes.

The Feedback Temperature Check

Perry introduces Jeff Hancher’s “Feedback Temperature Check,” with three indicators of disengagement:

1. Silence (07:53, Chris)
   • Are meetings quiet? If so, members may feel their input doesn’t matter.
2. Surface Compliance/Salute and Stay Mute (08:23, Perry)
   • Tasks get done, but there’s no creativity or passion; people do the bare minimum.
3. Withdrawal (08:42, Chris)
   • Team members are not present; body language shows disengagement, and they don't contribute ideas.

Practical Steps to Rekindle Engagement with Feedback

1. Check in Regularly and Listen

• Perry advises leaders:

  "A simple yet direct approach... is to check with every person on the team... just maybe simply asking, 'I've noticed you've been a little quieter lately.'" (09:40, Perry)

• Key: Don’t defend—just listen. Cites Craig Groeschel:

  "When they tell you something... don't defend it. Listen to it. Let them be heard." (10:11, Perry quoting Groeschel)

2. Revisit Your One-on-One Strategy

• Chris advocates meaningful one-on-ones:

  "For me... that's their time to bring the agenda to me... and I never miss the opportunity... to check in on them." (10:46, Chris)

• Leaders should ask questions like:
  • "How are you doing?"
  • "What's frustrating you?"
  • "What's it like to be on the other side of my leadership?" (10:46, Chris)
• Perry adds:

  "You, the leader, are not allowed to cancel. You're only allowed to reschedule." (11:51, Perry)

  • Cancelling one-on-ones repeatedly sends the message the meeting isn't important.

3. Giving and Receiving Constructive Feedback

• Chris models feedback through agenda topics, providing "a different perspective" and "context" to ensure clarity and alignment. (13:04, Chris)
• Perry underlines the importance of context:

  "You gave me the feedback by giving me a bigger picture view... and it changed a lot." (13:58, Perry)

4. Overcoming the Discomfort of Feedback

• Perry recalls a workshop example:

  "If you feel like giving feedback is really risky, Jeff [Hancher] said you're doing it right..." (15:13, Perry)

• Both giving and receiving feedback can be uncomfortable, but it’s critical for personal and team growth.

5. Build Trust and Credibility

• Perry emphasizes the foundation:

  "Do they know you're trying to help them? Do they know that you care about them? Do they know that they can trust you? ... Then unload, unload." (16:54, Perry)

• Chris:

  "Your credibility as a leader continues to get undermined until you're willing to accept that [feedback], even though it's hard." (17:34, Chris)

Key Data Highlight

• Chris cites an engagement statistic:

  "80% say that they would be more engaged if they had feedback on a weekly basis... But fewer than one out of five are actually getting it in corporate America." (18:10, Chris)

Notable Quotes & Memorable Moments

• On Feedback Frequency:

  "If you're having feedback, [your return on leadership] is going to escalate, but if it's not, it's probably just going to stay the same." (19:28, Chris)

• On Discomfort in Feedback:

  "It feels bad giving it, it feels bad receiving it, but the outcome is so worth it." (16:54, Perry)

• On Team Observation:

  "Other people... are watching what's going on. They know what's going on." (17:34, Chris)

Timestamps for Key Segments

• Why Engagement Fades & Role of Feedback – 00:09–06:07
• Indicators of Disengagement (Feedback Temperature Check) – 07:04–09:09
• Practical Steps to Rekindle Engagement – 09:09–13:58
  • Asking direct questions, listening, one-on-ones
• Giving/Receiving Feedback & Managing Discomfort – 13:58–17:23
• Importance of Trust and Credibility – 17:23–18:10
• Engagement Statistics & Leadership ROI – 18:10–19:56

Summary Takeaways

• Regular, genuine feedback is essential for sustaining engagement.
• Disengagement develops over time and can be measured by team silence, surface compliance, and withdrawal.
• Leaders must initiate feedback conversations, ask open questions, and provide both positive and constructive feedback in a timely manner.
• One-on-ones are non-negotiable for leaders and should focus on both agenda and emotional check-in.
• Giving and receiving feedback feels uncomfortable but builds trust, growth, and team alignment when done with care and transparency.
• A majority of employees crave more frequent feedback, yet most don’t receive it—committed leaders can change this dynamic.

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