Why Taking Workplace Feedback Personally Could Actually Help Your Career

Workplace feedback often fails because it is treated as an impersonal task, according to Gina Fong. A consumer anthropologist and professor at the Kellogg School, she argues that current evaluation methods need a fresh approach. Her research suggests that taking feedback personally could actually improve its effectiveness for both givers and receivers. Fong challenges the common belief that feedback should never be taken personally. She claims this mindset leads to rushed, half-hearted critiques from givers and quick dismissal by receivers. Instead, she proposes that personal investment in feedback makes the sender more thoughtful and the receiver more open to change.

Her studies show that different teams respond to feedback in distinct ways. Creative professionals often react more emotionally, while engineers and scientists tend to focus on practical solutions. Understanding these differences helps tailor feedback to individual roles and personalities. To reduce anxiety around evaluations, Fong recommends making feedback a regular habit. Frequent, low-stakes discussions allow teams to learn each other’s styles and build trust. She also encourages workers to seek out a feedback coach—someone who can guide them in giving and receiving constructive input. Leaders, she notes, are often willing to provide coaching when approached respectfully. Asking for guidance signals a commitment to growth, and Fong finds that most managers respond positively to such requests. Taking ownership of career development, she argues, leads to more meaningful progress than waiting for annual reviews.

Fong’s approach shifts feedback from a formal obligation to an ongoing conversation. By treating it as a personal exchange rather than a detached process, teams can improve trust and performance. Her methods suggest that better workplace evaluations start with individual responsibility and frequent, open dialogue.