Most of us don't get regular feedback. When we get feedback it is not always useful, particularly when completely critical, agenda driven or not representative. No feedback is the worst because it creates the void filled in by assumptions that can be more wrong than right.
This is why it's vital for teams to create tested agreements on the when, what, how and why of feedback. When we see how people use feedback, it better informs our own ability to share useful feedback.
In its most simple form, useful feedback is timely, accurate, confidence and commpassion building and actionable.