The ACT Feedback Model: A Practical Guide to Receiving Feedback Well

What is the ACT Feedback Model?

The ACT feedback model is a simple framework for receiving feedback in a way that leads to understanding, learning and improvement.

Rather than reacting immediately or becoming defensive, the model encourages you to work through three simple steps: Acknowledge, Clarify and Thank.

By slowing the conversation down, ACT helps you better understand the feedback you’re receiving, uncover assumptions or misunderstandings and identify opportunities to improve.

Whether you’re receiving feedback from your manager, a colleague or a direct report, the ACT model provides a practical way for any employee to turn a difficult conversation into productive one.

What does ACT stand for

The ACT model breaks receiving feedback into three simple stages.

Acknowledge

The first step is acknowledging the feedback you’ve been given.

This doesn’t mean immediately agreeing with it. It simply means demonstrating that you’re open to hearing what the other person has to say.

A simple response like:

“Thanks for raising it.” or

“I appreciate you letting me know.”

This shows that you’re ready to have the conversation rather than shutting it down.

Acknowledging feedback creates the space to understand what’s really being discussed before deciding how you feel about it.

Clarify

Once you’ve acknowledged the feedback, take the opportunity to better understand it.

It’s easy to assume we know what someone means, but asking a few thoughtful questions often reveals important context.

For example, instead of responding with:

“I wasn’t bored.”

You might ask:

“What made you think I was bored?”

That simple question changes the conversation completely.

Rather than debating whether the feedback is right or wrong, you’re trying to understand what the other person observed.

Clarifying feedback helps uncover the facts behind the perception, making it much easier to learn from the conversation.

A useful question to ask yourself is:

“What am I missing?”

Thank

The final step is thanking the other person for the feedback.

Feedback isn’t always easy to give.

By thanking someone for sharing their observations, you reinforce a culture where honest conversations continue to happen.

Whether or not you completely agree with every piece of feedback, showing appreciation recognises that someone has taken the time to help you improve.

The aim isn’t simply to be polite.

It’s to leave the conversation with a better understanding than when it started.

When to Use the ACT Feedback Model

Receiving feedback well is a skill that’s useful in almost every workplace.

The ACT model can help whenever someone offers observations about your behaviour, communication or performance.

It’s particularly useful during:

One-to-one meetings.
Performance reviews.
Coaching conversations.
Peer feedback.
Project retrospectives.
Day-to-day conversations.

Many difficult feedback conversations become challenging because we respond before we’ve fully understood what’s being said.

The ACT model helps slow the conversation down, replacing assumptions with curiosity.

Why the ACT Model Works

One of the biggest reasons feedback becomes difficult is because we naturally interpret it as criticism.

When that happens, our instinct is often to explain ourselves or defend our actions.

The ACT model interrupts that instinct.

By acknowledging the feedback, asking questions and thanking the other person, you create a conversation that’s focused on understanding rather than winning an argument.

Sometimes you’ll discover the feedback was based on a misunderstanding.

Sometimes you’ll realise you were unintentionally creating a particular impression.

Either way, you’ve learned something valuable.

Using the ACT Model for Coaching

Coaching conversations rely on openness and reflection.

The ACT model supports that by helping people explore feedback before jumping to conclusions.

By acknowledging feedback first and taking time to clarify what’s being discussed, coaches and coachees can develop a shared understanding of the situation before deciding what to do next.

Rather than becoming defensive, people are encouraged to become curious.

That often leads to richer conversations, stronger self-awareness and more meaningful development.

The ACT Model in practice

Example 1: Receiving feedback from your manager

Acknowledge

“I appreciate you raising that.”

Clarify

“What made you think I seemed disengaged during the meeting?”

Thank

“I hadn’t realised I was giving that impression. Thanks for making me aware.”

Example 2: Peer feedback during a project

Acknowledge

“Okay, I’d like to understand that better.”

Clarify

“Could you tell me which part of the project made it seem like I wasn’t communicating enough?”

Thank

“That’s helpful to know. Thanks for taking the time to explain it.”

Example 3: Customer feedback

Acknowledge

“I’m sorry to hear that. I’d like to understand what happened.”

Clarify

“Could you tell me a little more about what didn’t meet your expectations?”

Thank

“Thank you for taking the time to explain that. It’s really helpful feedback.”

ACT in Action: with and without the Model

Here are some examples of ACT in practice, looking at responses with and without the model.

Without ACT	With ACT
“That’s not what happened.”	“Can you tell me more about what you observed?”
Feedback becomes defensive.	Feedback becomes collaborative.
Assumptions drive the conversation.	Questions uncover understanding.
People focus on proving they’re right.	People focus on learning.
The conversation often ends quickly.	The conversation leads to clearer actions and stronger relationships.

Five common mistakes that the ACT Model helps solve

1. Becoming defensive too quickly

Our first reaction isn’t always our most helpful one.

ACT encourages you to pause before responding.

2. Assuming you know what the other person means

Feedback often describes an observation rather than an intention.

Clarifying helps uncover the difference, allowing you to build a shared understanding.

3. Missing opportunities to learn

Even feedback you don’t fully agree with can highlight how your behaviour is being perceived.

ACT helps you understand that perspective and gives you actions to take moving forward.

4. Treating feedback as criticism

The purpose of feedback is improvement, not blame.

Acknowledging and thanking the other person helps reframe the conversation.

ACT allows you to enter with an inquisitive mind, rather than becoming defensive quickly.

5. Closing the conversation too early

Some of the most valuable learning happens after asking:

“Can you tell me a bit more?”

ACT encourages curiosity before conclusions.

Frequently asked questions about the ACT feedback model

What is the ACT feedback model?

The ACT feedback model is a framework for receiving feedback constructively by following three steps: Acknowledge, Clarify and Thank.

What does ACT stand for?

ACT stands for:

Acknowledge
Clarify
Thank

Together, these steps help people receive feedback more openly and productively.

How does the ACT feedback model differ from other feedback models?

The ACT feedback model is different because it’s designed to help people receive feedback, rather than deliver it.

While models like AID, COIN and SBI help managers structure constructive feedback conversations, ACT focuses on how the recipient responds. By encouraging people to Acknowledge, Clarify and Thank, it helps turn feedback into a learning opportunity rather than a defensive conversation.

The right model depends on your role in the conversation. If you’re giving feedback, a model like COIN or AID can help you structure your message. If you’re receiving feedback, ACT provides a simple framework for listening, understanding and responding constructively.

When should I use the ACT model?

The model can be used whenever you’re receiving feedback, including performance reviews, coaching conversations, one-to-one meetings, peer feedback and informal workplace chats.