Mr Bost, does your agency have a firmly established feedback culture with apprentices?

Absolutely – and not only within the framework of scheduled appointments, such as regular feedback sessions and project discussions, but above all in everyday work life, for example, in the kitchen by the coffee machine. I often linger there deliberately, and those who want to chat informally catch me during the afternoon espresso. In this relaxed atmosphere, there is laughter, sometimes venting, and it’s not just about tasks but also about what personally moves these young apprentices. This allows me to get to know them as individuals and support them in a much more tailored way. This mix of reliable formats and spontaneous conversations makes our feedback truly lively.

Why is regular feedback crucial in training?

Training is like development in fast-forward – apprentices need orientation and support for that. Regular feedback shows what they are already succeeding at and what the next steps are. At the same time, feedback is motivating because it signals: Your work and progress are being noticed, and you’re not alone with your questions or uncertainties.

What forms or tools of feedback have proven effective?

For us, a mix of short everyday feedback and structured formats works best: regular feedback discussions – monthly or bimonthly – and retrospectives after projects. It’s important that apprentices prepare well for the structured formats and reflect beforehand: What went well? What went less well? What questions do I have? We only use 360-degree feedback, where an apprentice receives feedback from various perspectives and people, occasionally and if someone has been on the team for a while.

Are there any digital tools you would recommend for feedback?

We are a small team with flat hierarchies and rely primarily on direct conversations. Digital tools can, however, complement – for instance, short surveys with Microsoft Forms or Google Forms, a shared place for documentation, and calendar reminders. The key is: Tools should support the process, but not replace real conversations.

How do you ensure that your feedback is always constructive and motivating – even when it’s critical?

Criticism only works in a well-functioning relationship. And that needs to be built first. When giving feedback, I only address specific observations, not personal traits, and remain fair and respectful. We jointly clarify the “why” and agree on the next actionable step. At the same time, I always mention what already works well – this keeps motivation and willingness to learn high. A genuine compliment should never be underestimated.

What defines a good feedback culture for you – and how can it be anchored in everyday business life?

A good feedback culture doesn’t feel like a programme but like normal interaction: regular, effortless, and fearless. It is anchored through reliability in everyday life – brief feedback in between, open doors, honest conversations at eye level, and set times for intentional exchange.

What role does the leadership level play in establishing feedback as part of the company culture?

Leadership sets the rhythm. Culture develops through modelling: listening, remaining approachable, accepting feedback, and showing that open conversations are desired. If leadership creates distance or uses feedback as control, a real feedback culture cannot grow.

How do successful companies handle mistakes?

They turn them into learning moments instead of blame. Apprentices, in particular, need the freedom to experiment. If mistakes are openly discussed, causes understood, and processes improved, competence grows – and problems become visible early before they escalate.

Do you see young people as “open to criticism”?

Definitely – but the framework conditions have to be right. For someone to accept criticism, it has to be fair, specific, and respectful. General or disparaging criticism blocks every generation.

How can companies design feedback processes that ensure openness and dialogue on equal footing?

By making feedback a two-way street. Apprentices describe their perspective first, we add our observations, and then we jointly define goals and support. Openness arises when such discussions take place regularly, not just when problems occur. A simple structure helps: Review – learning areas – next steps – support needed. The results are briefly recorded so progress becomes visible.

What typical pitfalls exist when giving feedback – and how can they be avoided?

Common mistakes are: Feedback comes too late, remains vague, or is given in the heat of the moment. In the heat of the moment, feedback quickly becomes unfair – so it's better to collect yourself first and speak calmly. Additionally, respond promptly and provide specific examples. When receiving feedback, it helps to: first listen, ask questions, reflect – then respond.

How can you tell if a feedback culture is working?

By behaviour: Apprentices actively seek feedback, address problems early, take responsibility. It is also measurable in fewer misunderstandings, stronger retention, better exam and project performance, and fewer “silent conflicts,” i.e., unspoken tensions within the team. Warning signs, on the other hand, are: withdrawal, fear of mistakes, or a “yes-culture.”

What typical resistance occurs when introducing a feedback culture – and how can it be overcome?

Resistance is normal and usually doesn’t mean a true no, but uncertainty: Some have had bad experiences with feedback, others shy away from conflict or automatically equate feedback with criticism. It’s important not to make a big deal out of the topic but to integrate it step by step into everyday life – with small, honest conversations that feel effortless and not like a special programme. The more normal and humane feedback becomes, the less resistance there will be – because it feels like improved collaboration.