Close the Loop: Recognition & Feedback
The accountability system isn't four separate reps. It's a loop that closes with feedback and recognition.
September 22, 2026
Originally published in One More Rep, a weekly newsletter for people managers who want to get better through practice. Subscribe here — it's free.
Week 38. Rep 38. You set the expectation. You followed up while the work was in progress. Now the work is in.
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The Moment
The work you assigned to your direct came back. Is it right? Is it wrong? Or maybe somewhere in between? Whichever one it is, your job isn't over. What you do next is some of the most important work in the accountability system.
The Pattern
Recognition and feedback are the reps that close the accountability loop. Without them, your team doesn't know what good looks like or what needs to change.
You set clear expectations, so your direct knows exactly what done looks like. You follow up, so you know what's happening (and you're careful not to dictate how it is happening).
With those two moves you'll find more opportunities to recognize good work and less need for feedback because things surface before they become problems. And, if feedback is needed, you have something to point back to. The expectation you set at the start and the follow-up conversations during.
Why This Matters
Recognition teaches your team what good looks like and signals that the behavior should repeat. Feedback addresses what happened and what must change going forward. When you run both consistently, your team always knows where they stan
Rep
This Week's Practice
This week you're running the reps on one recognition moment and one feedback moment.
Deliver Feedback using CLEAR:
Check first. Make sure they're open to receiving it. "Do you have a minute for some feedback?"
Label intent. Name why you're giving it. "I want to talk about yesterday's client call."
Evidence. Name the specific, observable behavior. Use the Camera Test - could a camera capture the behavior?
Anchor the impact. Connect the behavior to results, the team, or the standard.
Request. Make the direction explicit. "Going forward, let them finish before responding."
Give Recognition using EAR:
Evidence. Name the specific, observable behavior. "You summarized the client's concerns before proposing a solution."
Anchor the impact. Connect it to results, the team, or the standard. "That helped the team align quickly."
Request. Signal clearly that the behavior should continue. "Thank you. Please keep doing that."
Your Rep
Find one moment for each this week. If the moment calls for a lighter touch adjust your delivery, but don't skip the rep entirely.
What to Notice
What to Notice
Success looks like:
The recognition names a specific behavior, not a general impression
The feedback avoids defensiveness because the expectation was already clear
Resistance looks like:
Giving generic praise ("good job!") instead of running the EAR move
Softening the feedback request until it's no longer a request
It's working when:
The person receiving recognition knows exactly what to repeat
The person receiving feedback knows exactly what to change
Common Mistakes
Mistake #1: Combining recognition and feedback in the same conversation. "You did great on the presentation, but next time lead with the data." The "but" erases the recognition. Run them separately: they send different signals and mixing them softens both.
Mistake #2: Skipping recognition because doing the work is your direct's job. Expected behavior still needs to be named and reinforced, especially when it's new or when you've previously addressed the opposite.
Reflect
Where did running the full accountability loop change the outcome compared to how you've handled similar situations before?
Are you giving more recognition than feedback and, if not, what's getting in the way?
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Cristina Stensvaag is co-founder of LeaderReps and creator of One More Rep, a weekly practice-based leadership newsletter for people managers.