How to Give Feedback That Actually Helps Your Designer

Your agency just sent over the first round of designs. You have thoughts—lots of them. Some things feel right. Some things feel off. But how do you communicate that in a way that actually moves the project forward?

Here's the uncomfortable truth: most design feedback wastes everyone's time.

"I don't like it." "Can we try something different?" "Make it pop." These phrases tell your designer almost nothing useful. They lead to more rounds of revisions, mounting frustration, and designs that drift further from what you actually need.

Good feedback is a skill. And like any skill, it can be learned. The difference between vague reactions and actionable feedback is what separates smooth design projects from painful ones.

Why Bad Feedback Happens

Before we fix it, let's understand why feedback goes wrong:

You're not a designer. You're responding to what you see, but you can't always articulate why something does or doesn't work. That's normal. You hired an expert because this isn't your area of expertise.

Design is subjective—until it isn't. There's a strategic foundation underneath good design, but it's invisible. Without understanding the "why" behind choices, feedback becomes purely about personal taste.

You're the stakeholder, not the end user. Your opinion matters, but what matters more is whether the design works for your target audience. Sometimes the disconnect is about forgetting who the design is really for.

Everyone thinks they know design. Unlike engineering or accounting, design feels accessible. Everyone has aesthetic opinions, which means everyone feels qualified to weigh in—even when they shouldn't.

The goal isn't to become a designer. It's to become a better communicator about design.

The Golden Rule of Design Feedback

Before you say anything else, ask yourself this question:

"Am I describing the problem, or am I prescribing a solution?"

Your job is to identify what's not working. Your designer's job is to figure out how to fix it.

Bad feedback (prescribing): "Make the logo bigger and move it to the left."

Good feedback (describing): "The logo feels like it's competing with the headline for attention. I want people to read the message first."

See the difference? The first tells the designer what to do. The second explains the actual problem, giving them room to solve it properly—maybe by adjusting size, maybe by changing color contrast, maybe by restructuring the hierarchy.

Designers went to school for this. They know techniques and approaches you don't. Let them design. Your job is to be clear about what's working and what isn't, and why.

The Framework for Actionable Feedback

Here's a structure that makes your feedback exponentially more useful:

1. Start with what's working

Always, always begin with what you like and why. This isn't about being nice (though that helps too). It's about establishing what to preserve as the design evolves.

Examples:

• "The color palette feels sophisticated and aligns perfectly with where we're positioning ourselves."

• "The energy in this concept is exactly right—it feels dynamic without being chaotic."

• "This version captures our personality better than the others. The tone feels approachable."

When you name what's working, you help your designer understand what resonates with you. This gives them clear direction for refinement.

2. Identify specific issues, not vague feelings

"I don't like it" isn't feedback—it's a dead end. Get specific about what's bothering you.

Instead of: "This feels off."
Try: "The layout feels cramped. My eye doesn't know where to look first."

Instead of: "It's not modern enough."
Try: "The font feels dated—it reminds me of designs from 10 years ago."

Instead of: "Something's not right."
Try: "The colors feel muted. We're a bold brand, and this doesn't reflect that energy."

The more specific you are about what's not working, the easier it is for your designer to address it.

3. Explain the "why" behind your feedback

Context is everything. When you explain why something matters, you help your designer understand your priorities and make better decisions.

Instead of: "The headline is too small."
Try: "The headline is our key differentiator, and right now it's getting lost. I need that message to hit people immediately."

Instead of: "I don't like blue."
Try: "Blue is what all our competitors use, and we're trying to stand out in the market, not blend in."

Instead of: "This is too simple."
Try: "Our audience expects a certain level of sophistication. This feels like we're oversimplifying our expertise."

The "why" transforms an opinion into strategic direction.

4. Separate personal taste from brand needs

This is hard, but crucial. Your personal preferences might not align with what your brand needs.

Ask yourself: "Is this about me, or is this about our audience?"

Personal taste: "I prefer serif fonts." (Not useful unless there's a strategic reason)

Brand needs: "Our audience is traditional and values heritage. A classic serif might signal that better than a modern sans-serif." (Now we're talking)

When you catch yourself responding from personal taste, pause and reframe it through the lens of strategy and audience. If you can't make that connection, it might not be valid feedback.

5. Provide context and examples when possible

Show, don't just tell. If something isn't working, examples help your designer understand your vision.

Instead of: "Make it feel more premium."
Try: "Make it feel more premium—like how [specific brand] positions themselves. Refined but not stuffy."

Instead of: "The photography style is wrong."
Try: "The photography feels too corporate. Something more like [link to example]—authentic, human, less posed."

Just be careful here: examples are for inspiration and direction, not for copying. Make that clear.

What Good Feedback Sounds Like

Let's look at some real-world examples:

Example 1: Logo Feedback

Bad: "I don't like the icon. Try something else."

Good: "The icon feels too abstract—I'm worried people won't immediately understand what we do. Could we explore concepts that more clearly connect to our industry while still feeling modern?"

Example 2: Website Design Feedback

Bad: "This is boring. Add more color."

Good: "The design feels conservative, which doesn't match our brand personality. We want to feel innovative and forward-thinking. Maybe we can introduce more color or dynamic elements without sacrificing the clean layout?"

Example 3: Color Palette Feedback

Bad: "I hate green. Change it."

Good: "The green feels too muted for our brand energy. We want to feel vibrant and optimistic. Could we explore brighter or more saturated options that still feel professional?"

Example 4: Layout Feedback

Bad: "Move everything around."

Good: "The hierarchy isn't quite working—my eye goes to the secondary content first. Can we make the headline more prominent and guide people through the information in order of importance?"

Notice how each "good" example:

• Identifies the specific problem

• Explains why it matters

• Gives the designer room to solve it their way

Red Flag Phrases to Avoid

These phrases rarely lead to better design:

"Make it pop." This means nothing. What do you actually want? More contrast? Brighter colors? A clearer focal point?

"I'll know it when I see it." This forces your designer to guess repeatedly. Do the work to articulate what you're looking for.

"My [spouse/friend/cousin] thinks..." Unless they're your target audience or a stakeholder, their opinion isn't relevant feedback.

"Can we try just one more option?" Endless exploration wastes time and money. Commit to a direction and refine it.

"Make it more modern/creative/professional." These words mean different things to different people. Get specific about what those qualities look like to you.

"Just make it like [competitor]." You hired an agency to differentiate you, not copy someone else.

How to Handle Feedback from Multiple Stakeholders

The more people weighing in, the messier feedback becomes. Here's how to manage it:

Consolidate before sharing. Don't forward your designer 12 separate emails with contradictory opinions. Synthesize feedback into clear, prioritized points.

Identify decision-makers. Not everyone's opinion carries equal weight. Be clear about whose feedback is directional versus informational.

Look for patterns. If multiple people flag the same issue, that's signal. If one person has a unique opinion that no one else shares, that's noise.

Resolve conflicts internally. Don't make your designer referee disagreements between stakeholders. Hash it out on your side first, then deliver unified feedback.

Set expectations early. Tell your team upfront: "We'll gather everyone's input, but ultimately [decision maker] makes the final call."

The Revision Round Strategy

Most projects include a set number of revision rounds. Use them strategically:

Round 1: Address strategic and structural issues. Is the concept right? Is the hierarchy clear? Are we communicating the right message?

Round 2: Refine the execution. Adjust colors, typography, spacing, imagery. Fine-tune the details.

Round 3 (if needed): Polish. Final tweaks and minor adjustments.

Don't nitpick typography in round one or question the entire concept in round three. Tackle the big stuff first, then zoom in on details.

What to Do When You Can't Articulate It

Sometimes you know something's off, but you can't explain what or why. That's okay. Here's what to do:

Sleep on it. Give yourself 24 hours with the design. Sometimes clarity comes with distance.

Describe your reaction. Even if you can't identify the problem, you can describe how the design makes you feel. "This makes us look corporate and buttoned-up, but we want to feel innovative and approachable."

Ask your designer questions. "Can you walk me through why you chose this approach?" Often, understanding the thinking helps you articulate your concerns.

Test it with your audience. If you're truly stuck, get feedback from people who represent your target customers. Their reactions might clarify your own thinking.

Remember: It's a Collaboration

Good design is a conversation, not a transaction. Your designer brings expertise in visual communication. You bring expertise in your business, your audience, and your goals.

The best outcomes happen when both sides contribute their strengths:

• You provide clear, strategic direction

• They provide creative solutions

• You give thoughtful, specific feedback

• They refine based on that feedback

• Together, you arrive at something better than either of you could have created alone

That's what collaboration looks like.

The Bottom Line

Effective feedback isn't about being a design expert. It's about being a clear communicator.

When you can articulate what's working, what's not, and why it matters—when you describe problems instead of prescribing solutions—you make your designer's job exponentially easier. The result? Fewer revision rounds, less frustration, and better final designs.

Your designer wants to create something you love. Your job is to help them understand what "love" looks like for your brand.

Do that, and you're not just a client. You're a true collaborator.

At Clarity Decoded, we believe great design comes from great partnership. We'll guide you through giving feedback that moves your brand forward.