Editorial summary. This is our text summary of an article published by leapsome. Charts, figures, and the author’s full voice are at the original — read it there .
Editorial verdict
Vendor-influenced. The upward feedback examples are practically useful and grounded in real workplace scenarios, but the article functions primarily as a product marketing piece for Leapsome — treat the examples as reference material, not the tool recommendations.
Executive summary
This article, published by Leapsome, addresses the practice of upward feedback — the process by which employees provide structured input to their direct managers — as a mechanism for leadership development and organizational culture improvement. The author argues that upward feedback is increasingly important in 2025 given evolving workforce expectations, particularly among younger generations, and the documented gap in formal management training. The article cites a Gallup statistic noting fewer than half of managers receive formal management training, and references a figure that 74% of Gen Z employees feel comfortable providing upward feedback. The piece presents 22 categorized example statements — spanning communication, decision-making, recognition, emotional intelligence, workload, and conflict resolution — framed as both positive and constructive feedback. Quotes from Amy Gallo of Harvard Business Review and Rachel Bosch of Fringe PD are used to validate the argument. The article concludes by positioning Leapsome's own products — Instant Feedback and Leapsome Reviews — as the preferred mechanisms for operationalizing upward feedback processes at scale.
Key insights
- 1Upward feedback is described as a component of 360-Degree Reviews, providing managers with ground-level perspectives from direct reports that complement top-down evaluation.
- 274% of Gen Z employees reportedly feel comfortable giving upward feedback to managers and supervisors, suggesting a generational shift in workplace communication norms.
- 3Psychological safety is identified as a foundational prerequisite for effective upward feedback, with the article noting that most organizations are not structurally set up to support feedback flowing upward.
Practical takeaways
- The 22 categorized feedback examples — covering 11 workplace scenarios — provide a reference vocabulary for employees who may find it difficult to articulate upward feedback, particularly constructive commentary.
- The article distinguishes between positive and constructive upward feedback formats, illustrating how specificity and behavioral anchoring (citing particular incidents) strengthen the quality of feedback given.
Frameworks mentioned
360-Degree Review
A multi-source feedback methodology in which input is gathered from multiple directions — including peers, direct reports, and managers — to provide a holistic view of an individual's performance.
References
- Gallup (2025).State of the Global Workforce Report.
Source & Provenance
leapsome
Not specified
March 25, 2026
Practitioner Guide
Global
Original source metadata is preserved. AI analysis is generated separately.
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