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Research shows that both giving and receiving feedback triggers stress responses similar to physical threats—but understanding these brain mechanisms can help us build better feedback cultures.

Our guest today is Dr. David Rock, who coined the term “neuroleadership” and serves as Co-founder and CEO of the NeuroLeadership Institute. This 23-year-old cognitive science consultancy has advised over 50% of Fortune 100 companies across 24 countries, bringing neuroscientists and leadership experts together to improve organizations through science.

Dr. Rock has authored four successful books, including the bestseller “Your Brain at Work,” and his insights have appeared in Harvard Business Review, The New York Times, The Wall Street Journal, and many other publications. Originally from Australia but US-based since 2010, he holds a professional doctorate in the Neuroscience of Leadership from Middlesex University.

Today, we’ll discover how HR professionals can transform feedback from an anxiety-producing ritual into a powerful tool for growth and development.

Key Learnings

1. Servant Leaders Invite Feedback; Authoritarian Leaders Resist It

Dr. Rock contrasts authoritarian and servant leadership styles, noting that authoritarian leaders typically avoid feedback to protect their status and maintain control. In contrast, servant leaders model humility and growth by actively inviting feedback and sharing their own learning process, creating a more open and development-focused culture.

2. The Mindset Behind Feedback Matters

There’s a clear link between fixed versus growth mindset and one’s openness to feedback. People with a fixed mindset focus on looking smart rather than improving, making them resistant to feedback. A growth mindset shifts the emphasis to learning and development, which is essential for creating a feedback-rich environment.

3. Feedback Fails Without Psychological Safety

Feedback requires complex cognitive work (mental contrasting), which is difficult under threat. When people feel judged or pressured, their cognitive resources drop, making it harder to process and apply feedback. Mandating feedback or focusing solely on candor doesn’t work—creating a low-threat, high-autonomy environment is key.

4. Asking for Feedback Cuts Stress in Half

Their research found that when people ask for feedback rather than receive it unsolicited, the stress response is cut in half—for both giver and receiver. This simple shift transforms feedback from a threat into a choice, restoring autonomy and making it more psychologically manageable.

5. Building a Culture of Asking Starts at the Top

Lasting change starts with senior leaders. The most effective strategy is getting a large group of leaders to experience the power of asking well for feedback—specifically and respectfully. When leaders model this behavior, it creates a ripple effect throughout the organization. It becomes a habit, not a mandate.

Upcoming Webinar

Zenger Folkman hosts an exclusive live webinar every month, where you can meet Jack Zenger and Joe Folkman and talk about their latest leadership development research. Find out more information and register here.

The post Episode 160: Using Neuroscience to Make Feedback Work with David Rock first appeared on ZENGER FOLKMAN.

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