06 Mar Giving and Receiving Feedback in Animal Training: A Practical Guide
When we talk about giving effective feedback, what we’re really talking about is how we communicate as trainers, mentors, and leaders in the animal training space. What does it look like when we’re working together as a team, making sure we’re heading in the right direction—without just pounding in information? How do we listen, how do we grow together, and how do we build relationships that foster a positive learning environment?
These are the core questions I covered in my workshop at ZAA, where we dug into the mechanics of feedback: what it is, how it works, and why it matters.
What Is Feedback, Really?
When I asked the workshop participants to define feedback, we got a range of answers. Is it constructive criticism? An evaluation? A conversation? And more importantly, why do so many of us struggle with giving and receiving feedback effectively?
Before we dig into that, take a moment to think about what holds people back from asking for or giving feedback.
Got a few ideas? Here are some of the most common roadblocks that came up in the workshop discussion:
✔ Split schedules – Trainers often work different shifts, making communication tough.
✔ The “my way or the highway” mentality – Whether it’s a supervisor or just a strong personality on the team, this can stifle open dialogue.
✔ Lack of time – We’re all moving fast, and stopping to reflect can feel like a luxury.
✔ Lack of confidence – Some trainers don’t feel “qualified” to give feedback or ask for clarification.
The Science of Effective Feedback
There’s not a lot of consensus on how feedback actually changes behavior. Is it a discriminative stimulus? A positive reinforcer? Something else entirely?
One study (Johnson, 2013) found that the strongest gains in performance happened when both objective and evaluative feedback were provided together.
✔ Objective feedback: Clearly defines goals, performance standards, and contingencies. It’s measurable. “Here’s where we are, here’s where we want to be.”
✔ Evaluative feedback: Establishes performance goals by identifying where improvement is needed. “Here’s what success looks like.”
Both of these are important, but how you deliver them matters. If feedback isn’t clear or structured, it loses its impact. And if it’s just criticism without direction, it’s not really feedback—it’s just noise.
Outcome vs. Process-Based Feedback
Feedback can be broken into two categories:
✔ Outcome-based feedback: Focuses on results. “What do we want the end result to look like?”
✔ Process-based feedback: Focuses on the steps taken to achieve the goal. “How did we get there?”
Which one is better? Both. It depends on the learner and the situation.
When I ask trainers “What’s your idea of perfection in this training scenario?”, we start with outcome-based feedback—the big picture. Once we establish the goal, then we zoom in on the process and figure out how to get there.
For example, we recently did a team review of our Andean condor training videos. Instead of just saying, “We need better reinforcement timing,” we asked:
➡ How might we achieve a cleaner release between the reinforcing trainer and the next trainer?
That shift in language turns a critique into a problem-solving opportunity. And that’s the kind of feedback that builds trust.
Creating a Culture of Constructive Feedback
One of the biggest challenges in professional training environments is creating a culture where feedback is welcomed. That starts with setting expectations before the session even begins.
If someone asks for feedback, don’t just start critiquing everything you see. Instead, ask:
✔ “What do you want to achieve from this session?”
✔ “What do you want me to focus on while observing?”
✔ “How can I support you?”
This small shift helps trainers feel supported rather than scrutinized.
The Power of “Yes, And” Energy
One of the best ways to encourage growth without tearing people down is using the “Yes, And” approach.
Instead of shutting down ideas or only pointing out what’s wrong, build on what’s working.
✅ “I liked how you held your glove steady. And next time, I’d like to see smoother timing on your reinforcement strategy.
✅ “You did a great job keeping your energy calm. And let’s try adding a visual target to help with positioning.”
When we focus on building on success, we naturally reinforce more of the behaviors we want to see.
Avoiding Common Feedback Pitfalls
✔ The Compliment Sandwich – People can tell when you’re stuffing in a compliment just to soften a critique. It feels inauthentic. Skip it.
✔ Unsolicited Feedback = Criticism – If someone didn’t ask for feedback, pause before jumping in**.** It’s rarely received well.
✔ Vague Language – Instead of saying “You should do this differently,” try “I noticed when you did X, it led to Y. What do you think about trying Z instead?”
Modeling Good Feedback as a Leader
If you want to build a strong feedback culture, you have to model it yourself.
1️⃣ Be transparent about your own mistakes. Trainers need to see that everyone makes them.
2️⃣ Say “I don’t know” when you don’t know. It builds credibility and encourages team learning.
3️⃣ Ask more than you tell. Instead of giving all the answers, ask, “What do you think?”
4️⃣ Give clear, specific direction. Instead of saying “Don’t hold the glove too high,” say “Try keeping your glove at waist level so the bird has an easy landing.”
Final Thought: The Real Power of Feedback
At the end of the day, feedback isn’t just about improving training outcomes. It’s about building trust, growing as trainers, and strengthening the relationships that make learning possible.
If we want our teams to thrive, we have to create an environment where feedback is a tool for learning, not a source of stress.
So, next time you give feedback, ask yourself: Am I helping this person grow?
Because that’s what great trainers do.
Want to dive deeper? Be sure to check out our full class inside the Avian Behavior Lab! Join the Lab FREE for 2 weeks – use the code AVIAN at checkout!