Here's how you can effectively give constructive feedback to your team members.

When it comes to passing constructive feedback, the job starts much before it is being delivered, it starts with a)Goal Setting,b)Expectations Setting &c)Progress being transparently captured. Once these three things are taken care-off, the process of passing a feedback becomes easier and the following aspects have to be kept in mind while passing feedback. a)Prepare in advance -such that you are specific while relaying your feedback b)Listen to the challenges faced- Listening is very important,understanding challenges is a part of the process c)Offer Support - Offer support and play an enablers role in ensuring that the feedback is effective, at the same time don't mince words when expectations aren't met. This should get the job done

Unfortunately feedback and its importance is discussed a lot but where it fails is in execution Few things that help make it successful 1. It is not a sidelined activity which shall be done when time permits. Feedback needs to be calendarised and given regularly 2. Prepare for it - you cannot just schedule a meeting and say - "So tell me how is it going?" It takes effort and time to note observations n suggested changes in behaviour. 3.It is not about that person but some behaviours of that person. Don't make it personal Eg - You are always late. Instead say In that meeting, you joined late by 10 min which made everyone wait 4. Make it safe for the person to ask follow up questions. It is a conversation and not a one sided dictation.

I firmly believe in the power of timely, one-minute feedback sessions. These brief yet impactful moments allow for immediate reflection on actions, pinpointing areas for improvement, and offering guidance for future endeavors. Conducting these sessions in private fosters a supportive environment, while also encouraging recipients to seek further clarification or assistance if needed. By delivering feedback promptly, both parties can better connect with the actions and address any issues before they fade from memory. However, it's crucial to approach these interactions with gentleness and awareness of both your own and the recipient's state of mind.

Yes, be specific. Yes, use examples. Yes, make sure you get the timing right. But ask yourself this first: does the person you're giving feedback to respect your point of view on the subject in hand? Because unless you've built up trust, demonstrated that you have the ability to get to successful outcomes in the field you're talking about and probably shown some vulnerability by asking for feedback too, why should the person you're talking to take your advice on board? Giving feedback is a privilege that has to be earned: it can't be bought with a job title.

Balanced feedback is key. Start with praise, suggest improvements, end with encouragement. It’s not just critique—it’s about recognizing strengths and fostering growth. For instance, I might say, ‘Your report was very detailed and thorough, which I appreciate. I think the next step could be to focus on summarizing the key points for executive readability. Your ability to dive deep into subjects will make this an easy adjustment, and I’m here to brainstorm with you if needed.’ This method acknowledges effort, guides improvement, and fosters a supportive environment. Remember, feedback is a two-way street, and openness to dialogue can lead to shared success. #Leadership #Feedback #Teamwork”

Offering constructive feedback serves as a cornerstone for nurturing growth and development within any team. Here are key principles to effectively deliver feedback: 1. Specificity: Address precise behaviors for clarity. 2. Balance: Mix positive reinforcement with guidance for improvement. 3. Timeliness: Offer feedback promptly for relevance. 4. Behavior Focus: Emphasize changeable behaviors. 5. Dialogue Promotion: Foster open dialogue for understanding. Constructive feedback empowers teams to reach their potential. Ultimately, constructive feedback is a means of bolstering team members in realizing their full potential.

Providing feedback is more than just pointing out flaws or acknowledging achievements. It's about understanding the recipient's needs, your authority, and the preferred style of communication. Before giving feedback, consider: Need: Why is feedback necessary? Is it driven by your agenda or a crucial improvement? Is it about behavior adjustment or a life-changing scenario? Authority: Do you hold managerial responsibility, or are you a peer? Recognizing your role helps tailor the feedback appropriately. Style: Consider the recipient's emotional capacity. Do they prefer direct language or a softer approach? Understanding their preferences ensures effective communication and fosters a supportive environment.

I am personally not a fan of knee jerk reactions or feedback. Especially when things don’t go as planned. A leader should roll up the sleeves and help handle the situation together. This gives the team member the opportunity to learn and allows time for constructive feedback that is relatable. Positive feedback on the other hand can always be spot feedback.

My dad actually taught me my most favorite formula for effective feedback. It's very easy to remember: D-A-S-H D= DESCRIBE the undesirable behavior or action. Do so in an objective way. e.g. "this is what happened and this is how it impacted others" A= ASK. This one's important, as if they didn't agree with your objective assessment of how the events occured, they won't listen to anything else you say. Ask them if they know what you're talking about. S= SPECIFY what you would have liked them to do instead. H= HELP. Ask them how you can help support them in correcting the behavior. I've had nothing but positive experiences when using this formula.

Vagueness has always brought confusion in the mind of a coachee and resulted in distrust. Being specific has always helped in my experience of leading teams for the last 20+yrs. It then doesn't become a difficult conversation, rather a Coaching conversation. A common technique used to provide feedback is + Plus and EBIs or focusing in the conversation on the positives and the Even Better If. Always start the conversation with what went well. 'The +Plus or Positives'. Most times it's our tendency to jump right into the feedback and what went wrong or what needs urgent correction. Its because we don't want to spend time and coach, rather finish the conversation. Then follow it up with EBI - Even Better IF, the actual feedback! It's Better!

Acknowledging the “elephant in the room” also makes for more constructive feedback both individually and in group settings. Many times managers circle around the elephant assuming that the audience will know what they mean. Not only is that not guaranteed it can diminish the impact of the conversation.

ALWAYS give concrete clear examples when delivering feedback and work to be an active listener and potentially brainstorm with the individual you’re delivering feedback to. You just might learn about unknown blockers or challenges that need to be addressed in your overall process, policy and underlying infrastructure.

Effective feedback to team members involves specificity, focusing on behavior rather than personality, and timeliness. It's important to strike a balance between highlighting strengths and addressing areas for improvement, all while remaining objective and factual. Providing actionable solutions and fostering an open dialogue where team members feel comfortable discussing feedback is crucial. Finally, follow-up and ongoing support ensure that feedback leads to tangible growth and development within the team.

When clear and measurable goals have been set its much easier to feedback. when you have constant conversations on projects and how to handle them plus you take notes of these conversations you easily go back and be specific in your feedback.

Many well run companies have a set of core values, which are communicated and reinforced to employees. A coaching approach where employees relate their work effort back to the company’s core values can be effective. The company core values also reduce ambiguity when corrective action is taken because of a deviation from the company’s core beliefs.

I have heard about many techniques, sandwich feedback being one of them. However I like to be who I'm. I give feedback in 2 major points. What is going well? What needs to change? There is no point being diplomatic and trying to be euphemistic all the time

Giving constructive feedback is a combination of practiced skill and sensitivity to the person you're giving feedback to. It's important to be very clear and specific about challenges you're addressing, and it's also important to recognize the amount of feedback the person can take in. For example, you may have a team member who is very direct and concise is their language who may not be able to hear a lengthy explanation. They may just stop hearing you if you give too much explanation. On the other hand, there are people who need you to state your feedback and elaborate on it with a great deal of detail. Being a good leader means that you understand the strengths, challenges and personalities of the people you're leading.

El balanceo se produce cuando damos feedback constructivo y positivo, cada uno en su momento. Técnicas como la del sandwich de nada sirven pues quitan relevancia a la acción o comportamiento que queremos poner en valor o corregir. Fundamental: Acostumbrémonos a dar feedback positivo siendo específicos en el comportamiento que queremos que se repita.

Giving feedback is crucial for having a rocking team."Sandwich method " is what I have found very effective as it's starts as an ice breaker and then you move to the improvement areas wherein the team member is more receptive to the feedback. Also a very critical aspect is "Appreciate in public and give feedback in private "

I prefer the “double decker sandwhich” style as I call it. Start first by listening to the individual share their own sandwhich / thoughts on what worked and what didn’t and then share my thoughts / sandwhich on what worked and should be replicated or expanded and improvement areas. This way the discussion gets a two way perspective. Quite often the two perspectives match and then it becomes more a discussion about suggestive solutions/ actionable steps. Surely the suggestions on matched perspectives get more buy in & resonance.

The "Sandwich Method" of feedback, which I've both used and received throughout my management career, is highly effective for balanced communication. This approach begins with positive reinforcement, acknowledging an employee's achievements. It then transitions to constructive criticism, carefully framed to avoid negative language and demeaning the employee's efforts. The feedback concludes with a positive call to action, encouraging progress and future successes. This method ensures feedback is motivating and respectful, fostering a positive and productive work environment.

Balancing feedback makes it easier for the other person to accept. Give the positive feedback along with essential feedback for improvement

Absolutely; it’s important to start with positives before dealing with areas for improvement. If these are presented as concise goals, the criticism is more likely to be received as being constructive rather than negative or critical.

Always take into account the individual you are giving feedback to. As with anything, adapt your approach to your audience. Also ensure after the discussion you confirm next steps and seek clarity that your recommendations have been received and understood.

Feedbacks must be balanced , showing a positive reinforcement as well as constructive criticism , whereby you start with something positive address areas of improvement and close with more positive remarks, which mostly boost the morale and a good sense of belonging. It's vital that your team members are carried along very well, feeling valued and appreciated for their strength and also pointing out areas of improvement that will ultimately boost their growth, and a positive mindset towards improvement.

Constructive feedback means giving feedback with a ‘purpose’. If the purpose is ‘development’…then feedback should ideally become a ‘co-creative’ (practice of collaborating with stakeholder) process. Without effectively engaging the person who is seeking the feedback, achieving the ‘purpose’ would be difficult, if not impossible.

Strive for a balanced feedback approach that recognizes strengths and addresses areas for improvement. Ambiverts appreciate feedback that reflects their adaptability and ability to excel in various situations. Extroverts thrive on affirmations and enjoy public recognition, while introverts may prefer a more private and nuanced feedback approach. Find the right balance that motivates and encourages growth for each individual.

Feedback doesn't happen in a vacuum. As a leader you build relationships with your team members, you have had discussions with them about their career growth, work purpose and meaningfulness at work. You challenge them to take up difficult projects and do a SWORT analysis of their skills along with them. You then give them positive or constructive feedback on their behaviour keeping their usual style of operation in mind.

This is an essential part of any feedback. It is the behaviors and actions that need to be fixed, not the person. Good leadership is able to make this differentiation and help others focus on active changes to behavior that will reinforce the desired actions and outcomes.

Focus on behaviors rather than personalities when giving feedback. By zeroing in on actions and outcomes, you keep the conversation objective and productive.

C’est le B.À=BA du management. Le comportement doit être empathique,exigeant et encourageant.Sinon le feed-back est un pur tribunal et non plus un feed-back!

Ensure feedback about behavior is clear about what is expected in an organization under different circumstances and issues.Then go ahead and give feedback on a point of order and positively reaffirming expected behavior.

Feedback on behavior should be based on objective observations, considering its impact, context, consistency, alignment with expectations, and opportunities for improvement. It should also involve active listening and focus on constructive suggestions for the future.

When providing feedback, focus on specific behaviors and actions rather than making personal judgments. This allows individuals to understand what they can modify or improve. Ambiverts benefit from feedback that highlights their ability to adapt and work well in different scenarios. Extroverts appreciate feedback that recognizes their enthusiasm and ability to engage others. Introverts respond positively to feedback that acknowledges their analytical skills and attention to detail.

There is a thin line between personal attributes and situational behaviours. It is always better to provide examples of successful people who have used their attributes to be successful rather than blaming and shaming.

Once you provide constructive feedback, it's vitally important to circle back, be consistent and showcase the wins both to the individual and her respective team members.

Offer measurable and achievable metrics that they can gauge on their own. There shouldn't be any need for them to come back to you for a status report.

If you really want to offer support reach out for feedforward. It centers on future-oriented suggestions and recommendations for improvement rather than dwelling on past mistakes or shortcomings. It encourages individuals to look ahead and consider how they can enhance their performance and achieve their goals. Feedforward is typically framed in a constructive and positive manner. It offers suggestions, advice, and encouragement for growth and development. It provides specific and actionable recommendations for improvement.

When providing feedback, it's crucial to conclude with a clear Call to Action (CTA) and a defined action path. This gives the employee specific, actionable steps to follow. As a manager, maintain regular check-ins to monitor progress and offer support, ensuring adherence to the agreed-upon action path. This approach not only guides the employee but also reinforces your commitment to their development and success.

Most of the time you don't improve in any area because you don't know how or where to start. Be able to share tips, information, courses that help you once and knows that are effective on improving any skill.

Express your willingness to help and provide resources or guidance. Whether it’s setting up follow-up meetings, sharing useful materials, or offering training opportunities, support helps individuals feel valued and understood, boosting their confidence and ability to improve.

Constructive feedback is a great support system for team members,as is not only pointing out faults, but also providing support and resources needed for improvement. Their is a need to constantly discuss or analyze potential solutions and strategies needed to address the areas of concern, maybe through extra training programs, time management tools or a mentorship opportunities, making sure they see your investment or efforts to turn these feedbacks into growth opportunities for them.

Constructive feedback needs to come with offering support so that the person receiving the feedback doesn’t feel vulnerable and helpless. Offering solutions - training, coaching or mentoring demonstrates an authentic interest in helping the person’s growth and development, empowering them to improve and better themselves.

Support your team members by providing resources and assistance to help them enhance their skills or address areas that need improvement. Ambiverts may benefit from a combination of collaborative and independent support. Extroverts may thrive with networking opportunities and team activities. Introverts may prefer individual coaching or resources they can explore at their own pace. Tailor your support to their individual needs and preferences.

Offer support and resources to help your team members succeed. Whether it's mentorship, training, or guidance, your support is the scaffolding for their growth and development.

In my experience, I’ve seen over and over again when a person of color struggles to meet performance expectations it usually is tied to not receiving direct feedback about where they are not meeting expectations until the talent is viewed as unredeemable. When asked why there is such a disconnect between talent and leader you often discover direct feedback was never given-it was usually nebulous and too vague “suggestions” that the person may not pick up on because of cultural (which includes generational) differences. Also, the question was never asked, “How would you rate yourself here?” when there is an area of challenge. This question helps start a honest conversation about growth opportunities and expectations.

Two-way feedback is essential in fostering a thriving team dynamic. Regular one-on-one meetings, though not necessarily weekly, should be a non-negotiable monthly practice. Starting these discussions by focusing on the team member's challenges allows leaders to tailor their guidance effectively. Whether it’s strategizing to remove obstacles or suggesting a shift in focus, this approach ensures that feedback is both relevant and supportive. Moreover, diving deep into a specific issue, when possible, can be particularly beneficial. Sharing personal experiences and successful strategies not only helps solve current problems but also promotes ongoing professional development. Let's embrace open dialogue to unlock our team’s full potential!

Encouraging dialogue through feedback should be mutually beneficial ,by encouraging team members to share perspectives and be open to dialogue and criticism. This will help in making sure their voices are heard clearly as well as insights into their thought processes and challenges. Making them to be specific in asking questions, like, how do they feel about a particular project, what sort of support will they be needing to achieve their goals. This otherwise will lead to more innovative solutions that are effective, and a stronger bond in a well engaged team.

Below are a list of great books that assist with encouraging dialogue while still being effective when the dialogue takes place: * Radical Candor * Non-Violent Communication * Sapiens (this book is huge sooo TLDR: think cooperation networks) There are many more but I've found these books establish a clear culture of Dialogue that works!

Giving a constructive feedback is as challenging as receiving. If you are not able to recognize and regulate your own emotions as well as the receivers, it will no longer remain objective putting yourself at the risk of being received destructive. Choice of words and your tone of communication are critical to keeping it objective. When the objective is to support the receiver in improving delivery, then ensure that you are only addressing work with examples and not personal behavior. Before you give a feedback, it’s better to self reflect if this feedback is clear and the receiver can draw direct actionable next steps for improvement from it. Most importantly, ensure that it’s a two-way communication and be receptive to their reasoning.

Feedback cannot be correctly done if dialogue is not promoted. The first step to give and receive effective and constructive feedback is building trust so incetivate teams to openly talk about feelings and thoughs is the starting point. After that, 1:1 sessions can be schedule with a highly probability of having sincere feedback session.

Put yourself in the shoes of the person - how would you have liked to receive the same feedback? This puts your words and the effect they might have into perspective and helps you ensure you are delivering it in a supportive manner. Feedback is not about telling someone they’ve done wrong - it’s a chance for your teammate to learn, grow and achieve the best results. See it as a conversation rather than a one-way talk-at.

You have to encourage with your team a “trust zone”, as a leader you are responsible of the results of your team. Put in place periodic sessions of dialogue where your team can discuss any improvement opportunities that they or even you have

How do you gain feedback? You ask for it… and when people are sharing you actually listen. Questions like “How do you think things went?”, “What could I have done better?”’ or “How can I be more helpful next time?” Are always an easy and great place to place to start.

Feedback should be interactive, inviting team members to offer their viewpoints and foster an open dialogue. This approach not only ensures they feel acknowledged but also grants you valuable insight into their thought processes and obstacles. Pose open-ended inquiries such as "What are your thoughts on this project?" or "What support do you require to meet your objectives?" This reciprocal method encourages more effective resolutions and nurtures a robust, engaged team dynamic.

In my early professional years, I mistakenly equated feedback with incompetence. However, a pivotal moment occurred when a manager shared, "If I didn't value your growth, I wouldn't offer feedback. I'm committed to your success." This revelation reshaped my perspective entirely. As I transitioned into managerial roles, I vowed never to reserve feedback solely for annual reviews. Recognizing its transformative power, I embraced a proactive approach, providing timely guidance to facilitate immediate improvement. Feedback, to me, is not just constructive criticism; it's a beacon of opportunity, guiding individuals toward their fullest potential.

I agree with all the points highlighted in this discussion. I would recommend for this type of feedback: 1. Being transparent is important 2. Highlight the things going well before going into some even better examples. 3. Please make sure you reinforce why fixing this area is important and the benefits. 4. Try to incorporate the individual personal goals. Lastly, make this a win-win situation and develop a plan where you as the leader will ensure the individual’s success.

At Fierce, we turn Feedback into a conversation by simply describing your experience, checking with your counterpart, and asking them what's happening. Or, is this your experience? So much conflict arises in the workplace because of misunderstandings or individuals not being self-aware. A Tasha Eurich study found that while 90% of individuals think they are self-aware, only 10-15% are when assessed. We need others to help us see things we don't always see, but the power of feedback being a conversation is that you don't assume but instead check in and ask, and if there is a gap or misunderstanding, help that person see a different perspective. It takes a lot of the pressure off!

I've heard so many managers talk about this big, difficult, feedback conversation. But, it doesn't have to be! A leader's role is to help your team members arrive at their full potential. It's a partnership towards success. If you approach your team members with the idea that you are their partner in success, feedback becomes so much easier! The timing, approach, and discussion is all based on this partnership. Consider their emotions, your emotions, and the big picture. Then, work with your team member to further their success. So, take heart! It isn't a difficult conversation unless one of you decides it is not a partnership in success. Then, it is usually a matter of one of you deciding how to part ways.

Feedback intent is a critial thing. It must be very clear. If it comes from a good place it will inspire action even how you frame it will be very different. Realise words can kill and also build. I actually use the word FEEDFORWARD pointing thing that happened in the past will never work if we not offering solution. Also as the person offering it be open to a conversation because you might come out of the meeting you being the wrong one. It's always about understanding and dispelling the gap.

Different organizations (and even teams within organizations) have different cultures with regard to feedback. Some are more direct and frequent with feedback, and others are more restrained. Having the cultural awareness and taking the cultural environment into account may help tailor the way in which feedback is offered and increase the likelihood of receptiveness.

Giving feedback has to be a combination of situation, behavior and outcome. Feedback has to be citing a situation, the behaviour in particular situation and the outcome of the behavior. The feedback should be timely and should focus on behavior and not person. It should be based on facts and the as a manager I shall give feedback taking ownership of giving the feedback.