Understanding your circle of control in employee feedback

What the circle of control means in the workplace

Understanding the Circles: What Can You Really Control at Work?

The concept of the circle of control is a practical framework for navigating the complexities of employee feedback in the workplace. It helps distinguish between the things you can directly control, those you can influence, and those that are simply concerns outside your reach. This idea, popularized by Stephen Covey, is often visualized as three circles: the innermost circle of control, the circle of influence, and the outer circle of concern.

• Circle of control: These are things you have direct power over, like your habits, your response to feedback, your work quality, and your time and energy management.
• Circle of influence: Here, you can’t control everything, but you can influence outcomes. For example, you might suggest process improvements or help a colleague develop a new skill.
• Circle of concern: These are external factors you care about but cannot change directly, such as company-wide decisions, economic shifts, or other people’s attitudes.

Focusing on your control circle can reduce anxiety and improve mental health, especially when feedback feels overwhelming. It’s easy to get caught up in the concern circle—worrying about things you can’t change. But by shifting your focus to what you can control or influence, you use your time and energy more effectively and feel more empowered in your role. For example, if you receive feedback about team communication, you might not be able to change how everyone interacts, but you can change your own communication habits and encourage positive change in your immediate circle of influence. This approach aligns with cognitive behavioral therapy (CBT) principles, which emphasize focusing on actionable steps to improve your mental well-being. The circles of control are not just abstract ideas—they are tools for setting realistic goals and managing your emotional response to feedback. When you understand where your power lies, you can focus on things that truly matter and let go of what you cannot change. This mindset is essential for building strong and unified teams, as explored in this resource on team cohesion. By recognizing your locus of control, you can approach feedback with a healthier perspective, reduce workplace anxiety, and contribute more effectively to your team and organization.

Common challenges when giving and receiving feedback

Why feedback can feel overwhelming

Giving and receiving feedback at work is rarely simple. Many employees feel anxious when faced with feedback, especially when it touches on things outside their control. This anxiety often stems from confusion between what we can change (our control circle), what we can influence (our influence circle), and what is simply a concern (our concern circle). Understanding these circles, a concept popularized by workplace thinkers like Stephen Covey, is key to managing feedback in a healthy way.

Common obstacles in the feedback process

• External factors: Sometimes feedback relates to issues like company policies, market conditions, or team dynamics—areas outside an individual's control. This can lead to frustration or a sense of powerlessness.
• Unclear boundaries: Employees may struggle to distinguish between their locus of control and areas where they have little influence. This blurring can make feedback feel personal, even when it is not.
• Emotional reactions: Feedback that touches on deeply held habits or values can trigger defensive responses, especially if it feels like a threat to mental health or self-esteem.
• Time and energy drain: Focusing on concern things—issues we cannot change—can sap motivation and lead to burnout.

How circles of control shape feedback experiences

When employees receive feedback, it is important to identify which circle the feedback belongs to. For example, if feedback is about punctuality, that is within the innermost circle of control. But if it is about company-wide changes, it may fall into the concern circle. Recognizing this distinction helps employees focus their time and energy on things they can actually change, reducing unnecessary stress and supporting better mental health.

Managers and team members who understand the difference between the control circle, influence circle, and concern circle can tailor their feedback more effectively. This approach not only helps individuals feel empowered but also builds a healthier feedback culture over time.

For more on how team dynamics and personal influence affect feedback, see this article on the qualities of an effective team member.

Focusing on actionable feedback within your control

Turning Feedback into Action: What You Can Actually Change

When it comes to employee feedback, it’s easy to get overwhelmed by everything you hear. But not all feedback is created equal. The key is to focus your time and energy on the things you can control, rather than getting stuck on external factors or concerns outside your influence. The concept of the circle of control, popularized by Stephen Covey, helps break down feedback into three main areas:

• Circle of control: What you can directly change—your actions, habits, and responses.
• Circle of influence: What you can affect indirectly—team dynamics, processes, or shared goals.
• Circle of concern: Things outside your control—company policies, other people’s attitudes, or market trends.

Let’s look at a practical example. If you receive feedback about improving communication, you have power over your own communication style and habits. You can’t control how others interpret your words, but you can focus on being clear and open. This is your innermost circle—where change is possible and where your efforts matter most. Focusing on your control circle can help reduce anxiety and improve mental health. Cognitive behavioral therapy (CBT) often uses similar ideas, encouraging people to distinguish between what they can and cannot change. By channeling your energy into actionable steps, you avoid wasting effort on things that only cause frustration. Here are some ways to focus on actionable feedback:

• Identify which parts of the feedback are within your control.
• Set realistic goals based on those areas.
• Develop new habits or routines that support positive change.
• Ask for help or resources if you need support to make changes.

It’s also important to recognize when feedback touches on your circle of concern. For example, if feedback relates to company-wide decisions or external factors, acknowledge your feelings but avoid letting them dominate your focus. Instead, shift your attention to what you can influence, even if it’s just your response or attitude. This approach isn’t just for work—it applies to life, health, and even parenting children. By focusing on your own actions and responses, you build resilience and a sense of control, which is vital for mental health. If you’re struggling with feedback that feels out of your hands, or if you notice dysfunctional patterns in your team or workplace, it may help to read more about navigating dysfunctional family dynamics in employee feedback. Understanding these patterns can help you focus on what you can change, rather than getting stuck in the concern circle. Remember, the most effective feedback is the kind you can act on. By keeping your focus on your circle of control and influence, you make real progress—both for yourself and your team.

Managing reactions to feedback outside your control

Responding to Feedback Beyond Your Control

When you receive feedback at work, not everything will be within your control. Some comments may relate to external factors, company policies, or even the behavior of others. This is where understanding the difference between your circle of control, circle of influence, and circle of concern becomes crucial. The circle of control includes things you can directly change, like your habits, time management, or how you communicate. The circle of influence covers areas you can impact indirectly, such as team dynamics or project outcomes. The circle of concern involves things you care about but cannot change, like organizational decisions or market trends. It’s natural to feel anxiety or frustration when feedback touches on things outside your control. This is a common challenge for both employees and managers. However, focusing your time and energy on your innermost circle—the things you can actually control—can help protect your mental health and reduce stress. Cognitive behavioral therapy (CBT) techniques often recommend this approach to manage workplace anxiety and improve overall well-being. For example, if you receive feedback about a company-wide process you cannot change, shift your focus to how you respond or adapt. Ask yourself: What part of this situation is within my control? What habits or actions can I adjust? This mindset not only helps you feel more empowered but also supports your professional growth. Here are some practical ways to manage reactions to feedback outside your control:

• Identify which circle the feedback belongs to: control, influence, or concern.
• Focus on actionable steps within your control circle, such as setting personal goals or improving communication.
• Limit time spent worrying about things in your concern circle that you cannot change.
• Seek support or advice if you feel overwhelmed, as talking with others can help you gain perspective.
• Remember that focusing on your control circle can improve your mental health and workplace satisfaction.

The concept of the locus of control, popularized by Stephen Covey, reminds us that while we cannot change everything, we always have power over our own actions and reactions. By accepting what is outside your control and focusing on what you can influence, you can navigate feedback more effectively and maintain a healthier work life balance.

Building a feedback culture based on the circle of control

Embedding the Circle of Control in Team Dynamics

Building a feedback culture that respects the circle of control is essential for healthy workplace relationships and effective communication. When employees and managers understand the difference between what they can control, influence, or only be concerned about, feedback becomes more constructive and less stressful. This approach draws from concepts like the locus of control and the circles of control, influence, and concern, as outlined by Stephen Covey.

Why Focus Matters for Mental Health and Performance

Focusing feedback on the innermost circle—the things we can directly control—helps reduce anxiety and supports mental health. When feedback targets habits, behaviors, or goals within someone’s control, it empowers change and growth. Conversely, dwelling on external factors or the concern circle can drain time and energy, leading to frustration and a sense of powerlessness.

• Example: Instead of criticizing outcomes affected by external factors, discuss specific actions or habits the employee can change.
• Encourage team members to reflect on their own control circle before giving feedback to others.
• Use feedback sessions to clarify which things are within the circle of influence versus the circle of concern.

Creating a Supportive Environment for Change

Teams thrive when everyone feels their efforts are recognized and their concerns are heard. By consistently applying the circle of control framework, organizations help employees focus on what they can change, which supports both individual and collective goals. This approach also aligns with cognitive behavioral therapy (CBT) principles, which emphasize focusing on actionable steps to improve mental health and reduce workplace anxiety.

For example, if an employee is concerned about team morale (a concern circle issue), managers can help them identify specific actions they can take to influence the atmosphere, such as initiating regular check-ins or suggesting new team habits. This shift from concern to influence or control can make feedback more effective and meaningful.

Long-Term Benefits for Teams and Individuals

Embedding the circles of control, influence, and concern into feedback processes encourages a culture where people feel supported and empowered. Over time, this leads to better mental health, stronger relationships, and improved performance. It also helps employees and managers use their time and energy more effectively, focusing on the things they can truly change in their work and life.

Practical tips for employees and managers

Practical ways to apply the circle of control in feedback

Understanding the circle of control is one thing, but putting it into practice is where real change happens. Both employees and managers can use this concept to reduce anxiety, improve mental health, and create a healthier feedback culture. Here are some practical tips:

• Identify your circles: Before responding to feedback, pause and ask yourself: Is this something within my control, my circle of influence, or just a concern? This simple habit can help you focus your time and energy on what you can actually change.
• Use the control example method: When you receive feedback, break it down. For example, if feedback is about team communication, consider what habits or actions you can change directly. This helps you stay in the innermost circle—your control circle—rather than getting stuck on external factors.
• Practice CBT-inspired reframing: Cognitive Behavioral Therapy (CBT) techniques can help you reframe negative thoughts about things outside your control. Instead of worrying about the concern circle, focus on what you can influence. This shift supports better mental health and reduces workplace anxiety.
• Set realistic goals: When giving feedback, highlight things the other person can control. This makes feedback more actionable and less overwhelming. For example, suggest small changes in daily habits rather than broad, uncontrollable outcomes.
• Model healthy responses: Managers can help by acknowledging when something is outside the team’s control. This transparency builds trust and encourages everyone to focus on their own circles of influence and control.
• Encourage open discussion: Create space for employees to talk about what feels within their control and what doesn’t. This helps clarify expectations and supports mental health, especially when external factors are at play.
• Teach the circles control model: Use visual aids or simple diagrams to explain the difference between the circle of control, circle of influence, and circle of concern. This can be especially helpful for children or new team members learning about locus of control and healthy workplace habits.

Making the most of your time and energy

Focusing on your control circle doesn’t mean ignoring concerns—it means prioritizing where you invest your time and energy. As Stephen Covey’s model suggests, the more you focus on things you can control or influence, the more empowered you’ll feel in your work and life. This approach not only helps with professional growth but also supports overall mental health. Remember, building a feedback culture rooted in the circles of control and influence is a continuous process. By consistently applying these practical tips, both employees and managers can create a more supportive, effective, and resilient workplace.