Why “No News Is Good News” Doesn’t Work as Feedback for Managers

 

 

It’s time to rethink the old “no news is good news” saying we’ve all heard tossed around at work. Lots of managers use it as their go-to feedback style—basically, if you don’t hear anything, you must be doing fine. Sure, it might seem like an easy way to avoid awkward conversations or endless updates, but in today’s workplaces, where teamwork and growth are the goal, this approach really falls flat.

You could say a “no news is good news” manager is a bit like a seagull manager—hovering quietly most of the time, only swooping in to squawk and dump when something goes wrong and then flapping off again until the next mistake is made.

What Makes Feedback Actually Helpful

Feedback isn’t just about correcting mistakes or pointing out what went wrong. It’s about helping people grow, stay motivated, and keep getting better. Good feedback shows up on time, gets to the point, and actually helps—whether that’s by celebrating what you’re doing great or giving you kaizen ideas for next time. When feedback is missing, silence is all that’s left, and most people fill in the blanks themselves (usually assuming the worst).

What “No News Is Good News” Really Means

This mindset is basically: if your boss isn’t talking to you, you can assume everything’s fine. No complaints must mean you’re doing something right, right? Unfortunately, this way of thinking can cause all kinds of problems, for both managers and their teams.

Why Being Quiet Backfires

Let’s face it—everyone works best when they know where they stand. If managers keep quiet, people start wondering if they’re doing a good job or if their hard work is just being ignored. This confusion can lead to anxiety, crushed confidence, and lower morale. Research even shows that without feedback, people get more stressed out and less engaged, because they’re left guessing (and often guessing wrong) about how they’re really doing.

Let’s Flip the Script—Turning Silence into Support

Making feedback work isn’t just about writing new rules—it’s about changing how we think. Managers need to see coaching and feedback as a key part of leading, not as an interruption. Staying quiet isn’t neutral—it sends a message, and usually it’s one of being checked out or disconnected. When managers decide to actually talk with their teams and share honest, helpful feedback, people feel noticed, know what’s expected, and get more excited about getting better at what they do.

Bottom Line

“No news is good news” might seem like an easy way out for managers who want to avoid awkward chats or extra work, but it doesn’t build strong teams. People want to know where they stand, get recognized, and find ways to grow. Silence leaves folks unsure and less motivated, while real feedback builds trust, sparks new ideas, and helps everyone do their best. When managers choose open and direct feedback, they set up their teams for success and make work a place where people actually want to be.

Click on the links to read two related posts.

9 Tips for Building a Feedback Culture  (5 min read)

It’s Time to Take the 'Feedback Sandwich' Off the Management Menu  (5 min)

Stay inspired, lead boldly! 

Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT

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