Build regular feedback into the normal rhythm, so performance is shaped continuously rather than saved for a review.
The principle: deliver feedback close to the event, both what is working and what needs to change, so it is specific and actionable.
| Touchpoint | Cadence | Focus | Owner |
|---|---|---|---|
| One-on-ones | Progress, obstacles, coaching | ||
| In-the-moment feedback | As it happens | Recognition and course-correction |
If feedback only happens at review time, this cadence is not running. Recognition is as important as correction; a cadence that only surfaces problems teaches people to dread it. Small issues caught here rarely become the crises the Improvement Plan exists to handle.
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