Your team is craving constructive criticism. How can you provide feedback that hits the mark?

Coloque-se no Lugar do Outro: Perspectiva do Outro: Tente compreender a situação, os desafios e os sentimentos da pessoa que está recebendo o feedback. Isso ajudará a adaptar sua mensagem de forma que seja mais receptiva e construtiva. Empatia: Mostre empatia genuína. Reconheça que todos cometem erros e que o objetivo do feedback é ajudar no crescimento e desenvolvimento. Inicie com um Tom Positivo: Reconhecimento de Esforços: Comece a conversa reconhecendo os esforços e intenções da pessoa. Isso estabelece um tom positivo e mostra que você valoriza o trabalho dela. Elogios Sinceros: Ofereça elogios sinceros pelo que foi bem feito. Isso ajuda a equilibrar o feedback e evita que a pessoa se sinta atacada.

"Seja Específico: A Chave para Críticas Construtivas e Melhoria!" Leia Mais! O que me chama a atenção é a importância de ser específico ao oferecer feedback. Comentários vagos podem ser confusos e difíceis de aplicar. Em vez de algo genérico como "Você precisa ser mais proativo", forneça exemplos concretos, como "Quando você gerencia os problemas do cliente diretamente, a eficiência da nossa equipe melhora". Isso clarifica as expectativas e oferece um guia claro para a melhoria. Cuidado: evite feedback genérico que pode causar frustração. Dica extra? Use exemplos específicos e observações detalhadas. Outra dica valiosa? Realize sessões de feedback regulares para manter todos alinhados e motivados. Gostou? Deixe seu like!

Team members tell me that feed-forward oriented feedback is best for them. It can be as simple as "next time you see this problem consider addressing this way (insert example) so that you'll get x outcome." If you can be more consultative, consider an "after action report" style feedback session. "What were you expecting? What happened? What unplanned things happened? Where can we immediately apply learnings now." In all cases, your feedback is only as powerful as the trust you've cultivated with your team member. They need to believe you have their back.

One of my jobs as a manager is to help each of my reports be successful. It's important to set a tone as early in the relationship as possible that the report and I are a team, and that we have a common goal of making them a success. Then, when it comes time to provide feedback: 1. Frame it as a valuable observation that is keeping them from their goal of success 2. Let them know you are here to make sure they get the support they need to overcome it 3. And then, actually give them that support. Using this approach, I've been able to share feedback with reports that could easily have been devastating, but instead we both left the conversation feeling empowered.

In music performance, it's faux paux to stop the performance correct another musician. Can you imagine seeing your favorite artist stop and correct something while the concert is in progress? Rare, and probably not desired. I schedule time after execution to capture learnings. I leave my notes in the calendar invite so that there are no surprises. The teams I lead express that they appreciate the transparency -- it helps them trust me. If the team member can't meet then, or perhaps they need ab it more space, they can always reschedule.

Feedback is necessary to improve, and essentially it needs to be both ways. Have open dialog and discussion about the areas of improvement and offer help. Also, be Non-judgemental and open to receive inputs and suggestions in return.