When I first heard about the feedback workshop series we would be participating in at Leading Edge, I was excited, and maybe a little nervous. Feedback isn’t always an easy topic, and I’ve seen the mixed emotions it can bring up in a workplace. But the idea of learning alongside my colleagues and diving into practical exercises felt like the perfect way to tackle the challenge head on. I went in hoping for plenty of practice time, and the experience didn’t disappoint.


Before we started the workshops, feedback in our organization wasn’t fully normalized. The word itself often carried a negative connotation. When someone mentioned “feedback,” it usually meant constructive criticism, not praise or recognition. And we had a habit of waiting too long to give it. By the time feedback was shared, the moment or situation was in the rearview mirror, which only complicated things.

As a middle manager, I knew feedback could be leveraged to strengthen team dynamics and performance. Honest, timely feedback builds trust and creates opportunities for growth. But when it’s withheld, we lose the chance to reflect and improve. I was eager to help shift how our organization approached this vital practice.

As a middle manager, my role in feedback is multifaceted. Sometimes, I serve as a translator, listening to feedback and providing context that others might not see. Other times, I reflect on my own leadership and how my actions impact the team’s performance. I also often help my colleagues rehearse feedback conversations, fine-tuning their wording and tone to make the exchange as productive as possible.


But being in the middle comes with its challenges. I genuinely want feedback from my team, but I know my position might make them hesitant to share openly. At the same time, I have to weigh my words carefully, knowing the impact they carry. I hoped the workshops would help us all become more comfortable with feedback, and they did just that.


The workshops were eye-opening. One of the biggest takeaways for me was the importance of practice. Whether feedback is positive or constructive, the words we choose — and how we say them — matter deeply. Rehearsing ensures our communication is clear, and the felt impact of what we say aligns with our intentions: to support each other’s work and growth.

The case studies we explored were particularly helpful. They reminded me that feedback isn’t personal, it’s a universal part of working together in any organization. These exercises also reinforced the value of being specific, using clear examples to support praise or constructive feedback.


Since the workshops, I’ve seen shifts in how my team approaches feedback. We’re much more deliberate about building feedback loops into our projects. It’s become second nature to ask for input at different stages of program design, which has elevated our work.


I’ve also changed how I deliver feedback. I’m more urgent, sharing thoughts sooner rather than sitting on them. At the same time, I’m more intentional, thinking carefully about how to frame my feedback for the best impact. These two seemingly contradictory habits have made a big difference.


The ripple effects of the workshops have been noticeable across the organization. There’s a growing openness and trust, with people feeling more comfortable saying, “This isn’t working,” and pivoting when necessary. Embracing reality and adjusting course has made our work stronger — and I think our feedback culture has played a big role in this shift.


Personally, the workshops have helped me see feedback as a leadership tool, not just a task. I’m modeling how to give and request quality feedback, and we’re piloting new ways to incorporate it into our work, like rehearsing new learning experiences with test participants during program design.


If there’s one piece of advice I’d give to other middle managers, it’s this: Feedback training is a game-changer. It helps you navigate the complexities of giving, receiving, and mediating feedback while strengthening trust and collaboration. The key is to treat feedback as a skill — a muscle that needs regular exercise. Step away from the daily grind, practice in a safe space, and watch how it transforms your team and your leadership.


Feedback isn’t just about fixing what’s wrong; it’s about recognizing what’s right, fostering growth, and building a supportive culture. And that, in my book, is worth every minute of effort.

Written by our Vice President, Leadership Programs, this article is part of a series highlighting perspectives from various Leading Edge team members as we reflect on our journey through a feedback workshop series.

From Awkward to Awesome: A Middle Manager’s Journey with Feedback

Abby Crawford (she/her) is the Vice President, Leadership Programs at Leading Edge. Abby and the Leadership Programs team design and execute development experiences for leaders across the Jewish nonprofit sector. In response to ongoing field-level data and program evaluation, Abby iterates and adjusts offerings based on the ongoing needs of our sector’s executive and board leaders.

Prior to joining the Leading Edge team, Abby spent nearly two decades in education and nonprofit senior leadership.  Most recently, she served as the Director of Education for the Center of Creative Arts.  There, her team provided high quality arts and community experiences for more than 50,000 patrons annually.  Previously, Abby led training and leadership development for incoming corps members with Teach For America in Phoenix, Los Angeles, and St. Louis.  She began her career as a special education teacher through Teach For America-St. Louis. 

Abby studied Political Science and Communications at Texas Christian University, and she earned a Master of Arts in Teaching from Webster University.  Abby lives in St. Louis, MO with her husband, Matt, and their two daughters, Daisy and Josephine.  As an engaged city resident, Abby also serves as a Patient and Family Advisor for Barnes-Jewish Hospital. 

Vice President, Leadership Programs

Abby Crawford

Abby Crawford is Vice President of Leadership Programs at Leading Edge.