Thriving Through Feedback: A Guide for BC Arts & Entertainment Workers
For crew members in Film & TV | Performing Arts | Live Events | Festivals
This resource is part of the Safety Talk: Giving & Receiving Feedback in Arts & Entertainment. Download the Giving and Receiving Feedback quick reference guide as a handy resource or watch the video.
In the fast-paced world of creative production, feedback is inevitable. Whether it is from collaborators, department heads, or producers, how we give and receive feedback shapes our professional growth and the culture on set, backstage, or at the venue.
The Power of Psychological Safety
Psychological safety—the belief that you will not be punished or humiliated for speaking up with ideas, questions, or concerns—is the foundation of effective feedback. In psychologically safe environments, crew openly discuss what is working and what is not, share innovative solutions, and address concerns before they become safety issues or production problems.
Signs of a psychologically safe workplace include crew who ask questions without fear, department heads who admit mistakes, and discussions that focus on situations and solutions rather than blaming individuals. When you feel safe to speak up, feedback becomes a tool for growth rather than a source of anxiety.
Feedback can often happen mid-task or in front of other crew members. Remember, asking for clarification is a professional skill. Your department head wants the production to be a success, and clarifying expectations beforehand can help set everyone up to win.
Finding Privacy in Production Environments
Sometimes feedback is more appropriate to be delivered privately. If immediate privacy is not possible, schedule a specific time: “I would like to discuss something with you. Can we meet once things are up and running today?” or “Can we find ten minutes between shows or set ups?
Giving Specific, Constructive Feddback
When giving feedback, specificity is optimal. Instead of “You are not pulling your weight,” try the SBI (Situation-Behaviour-Impact) method:
- Situation: “During yesterday load-in…”
- Behaviour: “…I noticed you were focused on specific details of the build and didn’t clock what was happening with your crew…”
- Impact: “…This left your local crew confused about next steps and held up getting trusses in the air by 30 minutes, which meant we were late for soundcheck.”
Focus on observable behaviours rather than making assumptions about intentions.
Also, avoid using certain phrases that can shut down communication:
- Absolutes: “You always” or “You never”
- But statements: “You did X well, but…”
- Why questions: “Why did you do that?” (sounds accusatory)
- Judgmental labels: “lazy,” “unprofessional,” “incompetent”
- You should statements: “you should do it differently”
- Vague terms: “Your attitude needs work”
- Comparisons to others: “Why can’t you be more like…”
- Phrases that signal criticism: “No offense, but…” or “To be honest…”
Instead of these common pitfalls, try to use “I” language, approach the situation with curiosity, and focus on how to improve together.
- Specific, situational language: “I’ve noticed a few steps were missed. Let’s talk about what support would help.”
- Additive, Balanced feedback: “You did a good job. One area to strengthen is…”
- Open-ended questions: “Can you walk me through your thinking on this approach?”
- Behaviour-based language: “The task wasn’t completed and I want to understand what got in the way.”
- Collaborative suggestions: “One option that might help is…”
- Actionable language: “I’ve noticed interruptions make it hard for others to finish their thoughts.”
- Individual-focused: “Let’s focus on what would help you succeed in this area.”
- Direct, respectful, growth-oriented framing: “Here’s one way we could improve this next time.”
Receiving Feedback Effectively
Receiving feedback gracefully is equally important, especially in high-pressure creative environments. The HEAR method can help:
- Hold back your initial reaction (take a breath, do not get defensive)
- Explore what is being shared (listen actively)
- Ask clarifying questions (seek specific examples)
- Reflect on how to apply what you have learned
If you receive general feedback, politely ask for specific examples: “I would really like to improve. Could you share a specific situation where you noticed this happening?”
Remember that feedback about your work is not feedback about your worth as a creative professional. Even experienced crew receive notes—it is how we all get better at our craft.
The Follow-Up Commitment
Feedback without follow-up loses effectiveness. When receiving feedback, suggest a timeline: “I will work on this over the next few shoot days. Could we check in at the end of the week to discuss my progress?”
When giving feedback, be clear about when you will follow up: “Let us touch base after tomorrow’s call to see how this new approach is working for you.”
Creating this accountability loop demonstrates commitment to improvement and builds trust within your crew.
Navigating Power Dynamics
Be aware that power dynamics in creative industries can complicate feedback. If you are giving feedback to someone higher in the hierarchy (a director, producer, or department head), consider:
- Timing: Choose a moment when they are not in the middle of critical decision-making
- Framing: Use “I noticed” or “I am wondering if…” rather than direct criticism
- Focus: Stick to observable impacts on safety, workflow, or crew wellbeing
If you are receiving feedback from someone with more power, remember you still have the right to ask questions, request specific examples, and understand the reasoning behind the feedback.
Building a Feedback Culture
Remember, in arts and entertainment, our success depends on collaboration and communication. By embracing feedback as a growth tool and creating psychologically safe spaces for honest conversations, we not only improve our individual craft but elevate the entire production and build reputations as professionals people want to work with again.
Good feedback culture means we catch safety issues before they become incidents, solve creative problems collaboratively, and create work we are all proud of.