Feedback v Opinion, the difference matters

You’ve likely received (or given) what was meant to be ‘feedback’ but felt more like an opinion. The distinction between feedback and opinion might seem subtle, but it has a significant impact on individuals, teams, and project outcomes.

In my book Real Project Leadership, I emphasise the critical role of effective feedback in driving performance, alignment, and growth. However, not all feedback is created equal. Understanding the difference between constructive feedback and personal opinion is essential for fostering trust, engagement, and accountability within project teams.

What’s the difference?

Feedback is specific, actionable, and based on observable behaviours or outcomes. It is meant to help someone improve, learn, or adjust their work. Effective feedback answers these key questions:

• What was observed?
• What was the impact?
• What could be done differently?

Opinion, on the other hand, is subjective and often based on personal preferences, biases, or assumptions. It lacks objectivity and is more about how the giver feels rather than what can be improved. Opinions are often phrased as blanket statements and may not provide a clear path to improvement.

Why this matters in project teams?

In project delivery, the difference between feedback and opinion can influence team dynamics, decision-making, and ultimately, project success. Let’s explore why:

• Impact on the recipient

Receiving constructive feedback helps individuals grow. It provides clarity on strengths.

In contrast, receiving an opinion especially one that is vague or unfounded can leave a person confused, defensive, or even demotivated.

According to a study by Zenger Folkman, employees who receive constructive feedback are three times more likely to be engaged than those who receive only praise or criticism without context.

• Influence on team culture

A culture where feedback is seen as a tool for learning and improvement fosters trust and collaboration. Teams that rely on opinions rather than evidence-based feedback often experience unnecessary conflicts, low morale, and reduced psychological safety.

Case in point: Consider a project team preparing for a major system go-live. If the project sponsor says, “I don’t think this approach is going to work,” without providing evidence or reasoning, it leaves the team second-guessing their decisions. However, if the sponsor provides feedback such as, “I noticed the testing phase didn’t cover real-user scenarios, and I’m concerned about potential gaps in adoption,” the team has something actionable to work with.

• Effect on observers

Feedback and opinions don’t just affect the direct recipient, they shape the environment for everyone who witnesses them. In project teams, when leaders model effective feedback, others learn to do the same. On the flip side, when opinions masquerade as feedback, it creates a culture of uncertainty and disengagement.

How to ensure feedback is not just an opinion?

Leaders, sponsors, and project teams can take intentional steps to differentiate between feedback and opinion:

1. Anchor feedback in facts and observations

Instead of: “You’re not leading this project well.”

Try: “In the last three meetings, there was no clear agenda, and decisions were postponed. This is delaying progress, and I’d suggest setting clear outcomes before each meeting.”

2. Make feedback actionable

Instead of: “I don’t like how you presented the report.”

Try: “Your report included solid data, but the key message was unclear. It might help to include a summary slide with three key takeaways.”

3. Separate personal preferences from performance needs

Opinions often stem from individual style preferences, which are not necessarily performance issues. For example:

• Opinion: “I prefer if you’d use fewer slides in your presentation.”
• Feedback: “The executive team has limited time, and they need the key insights upfront. Reducing the number of slides might make the message more effective.”

Recognising the difference between feedback and opinion isn’t just semantics – it’s the foundation for effective project leadership. Leaders who master this distinction build high-performing teams that thrive on clarity, trust, and continuous improvement.

In your next project meeting, pay close attention to how feedback is given. Is it specific, offering clear examples? Is it actionable, providing guidance for improvement? And most importantly, is it impactful, leading to better outcomes? By being intentional in how we communicate, we foster a culture where feedback becomes a powerful tool for learning, growth, and project success.