Whether you’re a leader at work or want to be, learning how top performers embrace feedback can help you reach the next level in your career and transform your workplace relationships. 

High performers tend to thrive on feedback and are motivated by it, says Harvard Business Review. This is because they understand that feedback presents a unique opportunity to see their blind spots and sharpen their skills. 

Here’s how top performers embrace feedback—and use it to stay on top. 

Pause Before Responding 

Top performers recognize that thoughtful responses build credibility, while reactive responses can damage trust and derail growth. When receiving feedback, it’s normal to be in an elevated emotional state. You might feel defensive, embarrassed, or disappointed, but pausing can help ensure that those emotions don’t taint your feedback experience. 

Taking time before responding also lets you determine how you want to move forward with the information. If you’re speaking in person or receiving feedback via email, let the feedback provider know you have received it and are processing your thoughts. 

“Advocate for yourself and what you need,” said Will Corter, Behavioral Analyst and Leadership Consultant at Corter Consulting.  “Don’t be afraid to say, 'I’m not sure, but let me get back to you’.  People respect that much more than making something up. Establish a timeframe and honor that ‘when’.” 

Determine the Value 

Top performers evaluate the feedback they’re receiving. Separating constructive criticism from noise is crucial for success. 

“Consider the source,” said Chet Marino, President of Verus Partners. ”If feedback is coming from someone you respect, or someone who cares about you, give their criticism weight, even if it’s unsolicited—it’s given out of concern for you. However, if the person giving unsolicited feedback isn’t someone you know, trust, work with, or like, consider their agenda.” 

Research supports a cautious approach to accepting all feedback equally: Fortune looked at the feedback received by top performers. Their study found that high performers received more frequent feedback, but that feedback was consistently of lower quality than the feedback coworkers received. Notes for top performers were often exaggerated, focused on personality instead of actions and results. 

“Having developed emotional intelligence will always help people evaluate criticism and use it wisely or know when to throw it out,” said Marino. “It’s a combination of self-regulation and self-awareness. The higher you go in leadership positions, the more you have to figure out what to pay attention to and what to disregard. A top performer is savvy—if you implemented every piece of feedback you received, you wouldn’t be as successful in your job.” 

Feedback Is Helpful When: 

• It’s actionable: Are there suggestions for future actions?
• It’s timely: Was it brought up in a reasonable time frame? 
• It’s thoughtful: What is the intent behind the feedback? 

Feedback Is Not Helpful When: 

• It’s not specific: “I didn’t like it” or “This is bad” without reason. 
• It’s mean-spirited: Is it rude, dismissive, jealous? 
• It’s poorly delivered: If the feedback isn’t constructed well, that can be a red flag. 

“Keep in mind that if you’re getting the same sort of feedback from multiple people, then you do need to consider it fully. They’re recognizing a pattern—pay attention,” said Marino. 

Ask Clarifying Questions 

Top performers ensure they have the clarity they need to move forward. 

After you’ve taken time and considered the source, review the feedback for any miscommunication or points you need clarified. Ask for a short meeting about the feedback if you feel you need to ask specific questions. If the situation is particularly complex and you want to reaffirm alignment, it can be beneficial to lay it out in writing to get an official recount of their thoughts. A simple follow-up email will usually suffice, stating the feedback as you understand it and your plans to implement changes. 

If you do need clarification, consider the best way to ask for it based on that person’s behavioral style. “Behavior drives how someone gives and receives feedback,” said Corter. “Know your own style and know the style of the person giving feedback. That’s building rapport at its finest—you can’t force someone to be what they’re not meant to be, but you can adapt your style while recognizing what others need.” 

Do they want the details as fast as possible? Should you take a more friendly approach? Adapting your style to theirs will go a long way in creating a positive environment to get the clarity you need. 

“That’s why I really pay attention to who I’m coaching. If I know someone has high Dominance and Influence scores, I let them know I’m going to ask a tough question, and they shouldn’t respond immediately. If my client has a high Steadiness score, I let them know it’s OK to ask follow-up questions to gain more clarity,” said Corter.

Plan Your Follow-Through

Top performers know that demonstrating follow-through is crucial to building trust. 

Enact suggested changes right away, and make an effort not to repeat the mistake in the future, so you don’t get the same feedback multiple times. This will demonstrate your willingness to take feedback and use it to improve your work instead of falling back into old habits. 

If the feedback requires significant change and isn’t something you can implement immediately, make an action plan with the person who gave you the feedback, another trusted colleague, or a friend. It can be helpful to have a sounding board and a perspective outside of yourself as you work to improve. 

One of the best ways to create sustainable, long-term change is to take it slow. “Take time to fill your cup and build positive habits into your life,” Corter told us. “Try to reach the end of the street and back before running three miles.” He recommends the book Atomic Habits by James Clear, who suggests making a habit “obvious, attractive, easy, and satisfying.” 

Embracing the right feedback in the right way will transform your work performance and experience. If you’re interested in understanding more about yourself to improve your performance, we can help.