I've encountered various situations that could all be described this way but for very different reasons. eg. 1) The feedback is not actionable because the mana

I've encountered various situations that could all be described this way but for very different reasons. eg. 1) The feedback is not actionable because the manager is themselves not clear in their head or is skirting around the real issue on their mind. 2) The feedback cannot be actionable because the manager only has partial information and can say there is an issue, not diagnose it and recommend corrective action. They are relying on their report to introspect and diagnose themselves. 3) The feedback is actionable, but the person wants the action plan itself to come from the manager. Not always possible. In my experience the answer to all three is to develop the action plan together. Any blind spots and vagueness on both sides get cleared by this forcing function. Helps set expectations too.