We’ve talked about the importance of creating a safe environment at number 8. Now, number 7 is one of those subtle pitfalls that creeps up more often than we’d like to admit. It’s not about whether you give feedback, but how often.
#7: The Pitfall of Inconsistent Feedback
Inconsistent feedback is one of the quickest ways to derail trust and growth on a sales team. Too often, feedback is only given when something goes wrong—when a deal is lost, when a meeting gets derailed, or when numbers dip. That approach makes feedback feel like punishment instead of a tool for development.
I’ve seen it firsthand: reps start bracing themselves whenever a manager says, “Can we talk?” because they assume something bad is coming. That’s not Carefrontation—that’s fear management. And it doesn’t lead to better performance, it leads to guarded conversations and missed opportunities.
To avoid this, feedback needs to be consistent, not situational. Regular one-on-ones where both sides share observations, anonymous surveys to capture input from the team, or even quick post-meeting check-ins can help normalize the process. When feedback is woven into the everyday rhythm of the team, it becomes less intimidating and more actionable.
For me, this lesson was a favorite because it reinforces that Carefrontation isn’t a one-time event. It’s a practice. If you want to build a culture of continuous improvement, feedback has to be part of the ongoing conversation—not just when alarms are going off.
How about you? Do you feel like feedback on your team comes consistently, or only when there’s an issue? How has that shaped your own growth? Share your experience—I think this one will hit home for a lot of us.
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Next up: #6 in the countdown. This one gets into a mistake that’s all too easy to make when emotions run high.
