Feedback is necessary to ensure organizational success and cultural health, but the mechanisms by which we provide feedback are often flawed. Feedback solicited by managers from employees is often watered down at best or outright dishonest. It’s understandable—no one wants to tell their boss they’re doing a bad job—but these broken feedback loops increase the divide between leadership and what’s going on within the organization, compounding the problem for workers and managers alike. That is why many companies are rethinking the utility of anonymous feedback. This method will increase honesty and equality in communication, but it needs to be deployed thoughtfully to have an impact. First, it needs to be actively sought out at a single point in time, and it should be collected around specific problems or initiatives. If anonymous feedback is collected passively and generally, it tends to become a box of complaints that are rarely actionable. When anonymous feedback is acknowledged and acted upon, employees feel more valued and understand they have a stake in their day-to-day processes and managers will have better insight into what’s happening on the ground.