Project management is not just about projects. It’s equally about people. Among the many stakeholders we work with, the project team is the backbone. They are the ones who put in the effort, solve the problems, control the risks, and keep the project moving. A PM may create the plan, but the team brings it to life.
Yet there’s one thing that often gets overlooked in the rush of delivery: feedback.
Why Feedback Is Not Optional
Many project managers see feedback as a task on a checklist or as something that happens informally during a 1:1. But feedback is much more than a ritual. It’s something we owe our team. When the project benefits from the team’s skills, dedication, and hard work, the team should also benefit from being part of the project.
And by benefit, I don’t mean monetary rewards. I mean new learning, better exposure, growth opportunities, confidence-building, and the experience that makes them stronger professionals.
Feedback is the bridge that helps this happen.
Feedback Should Build, Not Break
Sometimes feedback is misused as a tool to punish, belittle, or show authority. This not only damages morale, but also breaks trust and discourages initiative. Teams become silent, careful, and hesitant—instead of curious, confident, and proactive.
As project managers, our responsibility is to create the opposite environment. Feedback should be:
Constructive. Something they can use.
Specific. Focused on a particular skill or behavior.
Tailored. Every person grows differently, at their own pace.
When done right, feedback becomes one of the most powerful tools we have to shape strong teams and elevate project outcomes.
Feedback Is a Growth Engine
Think of every team member as a growing plant. Some need more sun, some need more water, some need a direction to climb. Good feedback works like nurturing soil—it doesn’t force growth, but it enables it.
And when your team grows, your projects grow. Your delivery improves. Your leadership becomes stronger. People enjoy working with you. They trust you. They respect you. They look forward to your projects because they know they will come out better than they went in.
Inspired by “Be a Cool Project Manager”
This philosophy is something I deeply believe in, and it’s a key part of my book Be a Cool Project Manager. Being a “cool” PM is not about being relaxed or popular. It’s about:
• Staying human in a high-pressure environment
• Leading with empathy and accountability
• Helping teams learn, grow, and feel valued
• Creating long-term relationships, not just short-term outputs
Feedback is one of the simplest yet strongest ways to achieve this. A PM who gives thoughtful, growth-oriented feedback creates a healthier team culture—and that culture reflects in every milestone achieved.
If there’s one thing every project manager should remember, it’s this:
Projects end. People stay. And the impact you create on people lasts far longer than any project delivery.
Feedback is one of the most powerful leadership tools a PM has—but only when used with empathy and clarity.
This is a theme I deeply explore in my book, Be a Cool Project Manager, where I talk about building trust, motivating teams, and creating a healthy project culture.
If you want to grow as a people-first project manager, this chapter will resonate with you.