You’re a new manager and need to give feedback to your team. How can you do it effectively?

I really like the sandwich approach when giving feedback. I find this very effective. Feedback always needs to be given with care and back up with practical evidence - or examples. 'When you did this, this is the impact it had'. So often the example part is missed.

It´s critical to understand and consider the recipient's perspective and readiness for feedback. Understanding the recipient's current state, their openness to feedback, and how they best receive information is crucial for the feedback to be effective and constructive. Tailoring the approach to suit the recipient's needs and preferences can significantly enhance the impact and acceptance of the feedback given. This can be achieved by actively listening to the recipient, empathizing with their situation, and adjusting the feedback style to align with their communication preferences.

As a new leader, it is important to build a relationship of trust. New Leader Assimilation, clarifying/setting expectations, visible focus on your team's development - are all helpful in setting you up with your team. And then the normal principles of effective feedback apply: # Strike when the iron is hot - timely, in the moment feedback # Don't cry over spilled milk - action-oriented (future focused), not judgmental # Separate the person from the behavior - to avoid a defensive reaction # Tell it like it is - be factual and specific. # Listen to their perspective, there may be larger issues at play # Offer/provide support, acknowledge and recognize change in behavior

Key to all feedback is being able to create a safe environment for the feedback to take place. Even more important if you are a new manager…. If we follow Stephen Coveys view then super-important to first understand, then be understood…. If your new team are not used to constructive feedback, then I would suggest discussing that generally and together before you start to get specific. Take your time before going in with both barrels, find ways to prepare the ground first and use lots of non-judgmental questions to get a clear view on what’s going on…

I lead a pretty sizeable creative team so feedback is a huge part of our lives and I’ve tried really hard to normalise it, we give each other minor design feedback every day; we have a peer QC process; we talk about what’s been working and what could be improved openly after projects. We talk as a whole team and in my one on ones as to how everyone likes to receive and give feedback - nothing like finding out what works for each of your team - after all a great leader can adapt their style to suit each situation

When it comes to feedback, do your own inner work 1st. Questions to ask and answer authentically are: what is my real motivation? How much of this is about me & my ego vs centering the needs of my employee? Humility is key. In speaking, provide direct feedback about what you observed (without adding iyour interpretation & judgement). In listening, presume you could be wrong and seek to understand your employee’s perspective, especially if it differs from your own. Find a framework to help organize your thoughts - there are plenty of effective ones (eg SBI, Radical Candor). Avoid the sandwich - if you handle with care what you actually want to say, no need to “hide it” between positive feedback - your employees already know that trick.

For a high performing team, effective feedback is vital. Choose a positive approach by providing concrete and timely feedback when you become the new manager. Let's start with good reinforcement, recognition of successes and contributions. Be clear and concise about areas for improvement, focusing on behaviors and outcomes rather than personal attributes. To set expectations and goals, use S.M.A.R.T. criteria which are specific, measurable, achievable, relevant as well as time bound. Emphasize the importance of feedback as a tool for professional development and align it with overall project goals. You enable your team to thrive and have an effective impact on project success through the fostering of a culture of constructive feedback.

Remember that you are dealing with another human being. One of the biggest mistakes I see new managers make is only having conversations with their people to discuss their performance. This is a flawed approach. You need to get to know your team, understand their concerns, goals, aspirations, strengths, and weaknesses. This will provide a much clearer and more empathetic picture of how you can support their growth.

As a new manager, providing feedback can feel daunting, but with the SBIBI (Situation, Behavior, Impact, alternative Behavior, alternative Impact) model in hand, you'll find that it becomes more straightforward and constructive. This model encourages specificity and objectivity, making feedback easier to accept and act upon for the recipient. Constructive feedback is based on observation and factual information, not assumptions. The emphasis should always be on improvement and growth, not on criticism. The SBIBI model can be a powerful tool, creating a structured conversation about behaviors and results, rather than triggering a defensive reaction. It fosters an atmosphere of mutual respect and understanding, promoting a positive work.

Giving feedback that makes a difference requires understanding where the other person is coming from. Therefore, to me, effective feedback starts with empathy. First, listen and understand the other's perspective. Then frame your input to align with their communication style. This thoughtful approach makes feedback constructive, not just critical. The goal when giving feedback should always be a positive exchange of insights, not just stating your own view.

The timing of the feedback is key. It must consider the recipient's readiness and ability to receive feedback. This means avoiding moments when the recipient is preoccupied, stressed, or emotionally unprepared. The goal is to choose a time when the recipient is most likely to be receptive and able to reflect on the feedback constructively. Therefore, while promptness is key, sensitivity to the recipient's circumstances and state of mind is equally important for the feedback to be effective.

I'm personally not a big fan of the sandwich approach to give feedback. If you give feedback regularly, you can only focus on strengths or areas of improvements and in a timely fashion so that the examples and data points are fresh. This gives the opportunity for the person you are giving the feedback to address those directly (vs waiting to have other positive feedback to bundle).

Foster the right setting for feedback. Constructive discussions, even tough ones, should be face-to-face, in person or via video call. Eye contact conveys seriousness and courage. Maintain a composed manner and engage deeply in the dialogue. Your focused attention and calm approach will reassure others, fostering trust and openness. Timing is also key: choose a moment during the day or week when everyone has the bandwidth to thoughtfully engage and reflect. This careful consideration of environment and timing enhances the effectiveness and receptivity of the conversation.

As a new manager, timing and the right place is important in giving feedback. As a new Manager it is important in your initial days to have a good understanding of the profile of the team. The roles they play. Their career aspirations. You can't launch in to giving feedback without building trust. What you observe in the first 3 months of work may not be the norm that follows. Inquire in detail about the problem. Don't make assumptions. Work on problem resolution together and not engage in "blame games".

Timing and setting are crucial in delivering effective feedback. Strive for promptness to maintain relevance, but balance this with empathy and respect for your team member's space and emotions. Avoid interrupting their workflow; instead, propose a calm, private setting for a conversation. This thoughtful approach ensures that feedback is received as a constructive and supportive exchange, fostering an atmosphere of trust and mutual growth. It reflects a leadership style that values respect and personal development, making feedback a powerful tool for positive change.

Timing and setting play a crucial role in delivering effective feedback. Ideally, it should be given promptly after the relevant event, ensuring the details are still fresh in everyone's minds. However, the immediacy of feedback doesn't mean overlooking the importance of an appropriate setting. It's essential to consider not just when but where you give feedback. Avoid interrupting work or catching someone off guard. Instead, check if they have a moment to talk and choose a private, quiet space where the conversation can happen without disturbances or eavesdropping. This thoughtful approach to timing and setting ensures that the feedback is not only timely but also received in a context conducive to open and constructive dialogue.

It's very important to choose the right setting when giving feedback. Make sure it's fresh in your mind, the place you have chosen is private and the team do not feel threatened. Feedback is a normal part of managing people and when delivered the right way can be very effective.

I personally believe that there is no “universally defined” correct time and place. While most accepted norms dictate feedback should be given in private under certain conditions that may not be the most effective. Also, the “closed door private” environment could create a sense of master-servant relationship. On the other hand with a closely knit project group, feedback could be dealt with in a group environment where deviations are discussed as a “feedforward” without losing the importance of consequences of failure. Similarly with a clear understanding of the responsibilities and duties laid out one could have a set time frame for such discussions without fearing that postponement would mean opportunities of correction would be lost.

As a new manager, establish trust by modeling vulnerability in feedback. Share some of your own struggles upfront instead of coming across as overly critical. This helps create psychological safety where feedback flows both ways. Keep interactions collaborative through open-ended questions and active listening. Building a culture of trust and respect through two-way communication is essential for successful team management.

I’m stunned that the sandwich method is being recommended. It’s a terribly lazy philosophy and method for providing feedback and will fail to establish a psychologically safe and open feedback culture. Cushioning the impact of critical / developmental feedback only serves to invalidate / severely limit the impact and reinforcing effect of anything positive. It gets completely drowned out. Further, it conditions people to expect a ‘whack’ any time feedback is being provided: “I like that you did in situation X, but…. [WHACK!]. Anything that comes before “but” doesn’t count. Rant over!

DO NOT SANDWICH. This is a demonstrably ineffective approach to giving feedback. People will focus on the third point, not the second point, and miss your concerns. Feedback should help the recipient become more effective. Your job is to offer your observations, share your concern about what you’re seeing, and have a two-way conversation about whether they got the result they’d hoped for in the specific example you referenced. They must understand your observations and concerns (which you state on their behalf - how you see them undermining their effectiveness), and then choose how they will act on the feedback. Remember that you aren’t objective in your evaluation (none of us are), so a conversation is what you want.

The sandwich model is both rigid and encourages mollycoddling. Effective feedback needs to be contextual, critical, constructive: 1) The day-to-day relationship is the foundation that sets the context for the spirit of this session. If it is healthy, the heavy lifting is done. Invest in this aspect, not some 'magic formula or technique'. 2) Use current and explicit proof points and examples. Don't be vague or trivial. 3) Listen to their point of view. Dialogue. 4) If it is a critique, then do provide suggestions for improvements with specific action points, and how it can be tracked / monitored / measured. 5) Follow up. Repeat.

Despite what we sometimes hear, the "compliment sandwich" feedback technique is so ineffective and may compromise the quality of the relationship. The person will probably hear only the negative, and discount all positive as manipulative and insincere. A better alternative to make the criticism feel constructive would be: explaining the purpose of the feedback, taking ourselves off any pedestal (we are not perfect either), asking if the person wants feedback, and finally having a transparent dialogue. It's much better being radically candid with the other person, if that comes from a place of caring and respect. Bonus points if we also praise the great things about the person in another moment and as soon as we see them.

Sim, gosto dessa idéia, mas o que eu foco mesmo é no efeito “toda ação gera uma reação”. Qual a reação que você espera do liderado? Então pense que ação , palavras, atitudes você precisa ter para desencadear os pensamentos e sentimentos desejados. O desafio que vejo é fazer a pessoa que recebeu um Feedback, sair da conversa pensando em como pode melhorar ao invés de se sentir vulnerável ou magoada por abordagens julgadoras ou fechadas, preconceituosas.

I found huge relief to see so many disagree with the sandwich method. But, I want to also caution against "getting to the heart of the conversation quickly. " I advocate transparent and genuine conversations. But we should note the nuances of creating a soft landing and framing the conversation with a sense of safety and trust. Sometimes, getting to the heart too quickly too abruptly can trigger people's defense mechanism. Once their bridge is drawn up, your sound judgement and good advice would not be that welcome. Here I resist prescribing any formula. What creates a "soft landing" is highly subjective to the situation. Talking to a high performer or someone on PIP would call for different techniques.

Sandwiches are the greatest food in the world! Now let's talk about feedback. Feedback needs to be clear, focused on the recipient, provided regularly and employ a process. For the last 20 years I have enjoyed using the PEEC feedback model. It requires the giver to POSITION the feedback to ensure the recipient recognises it's value. It clearly provides EVIDENCE of the topic to be discussed. This evidence must be first hand. If it comes from a client, get the client to use the PEEC model and talk directly to your report. Next, the EFFECT of the behaviour is clearly detailed. Finally the giver can choose to either ask for the behaviour to CONTINUE, ask for it to CHANGE or move to COACHING. simple. Clear. Repeatable. Everyone wins.

I always recommend that before any feedback is given that questions are asked? Ask them how they feel its going or whatever is relevant to the issue. I have found that people often know what's not gone well. They often are devastated about it. It is better learning if they identify the issue themselves then you can help them put it right. If its not recognised by them then it's about clear, concise and useful feedback with evidence.

I have to join my fellow coaching colleagues and give a HARD disagree on this one! :D Yes, strive for a balance of positive and critical feedback - because sometimes you're going to want to be appreciative, sometimes coach, and sometimes provide evaluative feedback. However, don't fabricate this ratio, and certainly not in the same conversation! Assume your team members are competent, capable, and want to given the respect of your honest perspective. Mixing the message like this makes the positive feedback feel inauthentic and is more often a way for the giver to 'buffer' their own discomfort. It's difficult to hear critical feedback even when we know it will help us - so get to the point and save the praise for another conversation.

I love the SBI (situation-behavior-impact) for non-violent communication. It's a very helpful model for addressing sensitive issues and giving feedback . We start by clarifying the situation, describing the behavior, and explaining the impact, without seeming aggressive or threatening. An example would be: "we were in the weekly meeting; you arrived late and could not present your progress, and this made me feel that the project is not important to you".

As a new manager, effective feedback involves preparing specific examples and understanding the context, choosing a private and comfortable setting, and using the 'SBI' model (Situation, Behavior, Impact) to articulate feedback clearly. It's important to engage in a dialogue, listening actively and showing empathy, while focusing on development through constructive suggestions and setting clear goals. Encourage and motivate your team by recognizing their strengths and expressing confidence in their abilities. Follow-up with regular check-ins and document progress. Additionally, be open to receiving feedback about your own management style, showing your commitment to improvement and acting on the feedback you receive.

Be clear, be specific and be kind. If you're unsure about something, ask for clarification - don't assume or assign motives for things. Base your feedback on solid examples or outcomes and behaviour.

Use first hand information - meaning feedback cannot what you heard but make the feedback things that your personally observe. This makes the feedback more direct and fair.

Effective feedback should be focused on specific actions, not general perceptions or assumptions about a person. As a manager, it’s crucial to base your feedback on concrete behaviors or outcomes, rather than vague impressions. Providing feedback without clear examples can lead to confusion or defensiveness. Be precise and constructive, using real observations, data, or examples to support your points. Clarify how their behavior affects the team, project, or client, and offer actionable steps for improvement. Managing your emotions is also key to maintaining objectivity and ensuring your feedback is beneficial. This approach helps maintain a positive and productive environment, essential for great leadership and team development.

I cannot emphasize enough the importance of avoiding abstract discussions. Be specific and focus on behaviors rather than the person. It’s crucial to remember that the goal is not to change the individual, but rather to encourage changes in behaviors.

Sim, criticar alguém é muita responsabilidade, pois, as pessoas não cometem erros ou apresentam baixa performance porque querem. Existe uma questão de auto-percepção e motivação. Muitos fatores intrínsecos e extrínsecos podem explicar um comportamento. Os exemplos ajudam a pessoa e conectar-se com sua percepção e compreender as razões da sua visão critica, mas nunca deixe fechado o direito a réplica. As vezes estamos com apenas um angulo dos fatos. Vá para uma conversa com o objetivo de resolver o assunto e não o de ganhar a discussão. Isso criará um verdadeiro sendo de justiça.

I agree! Focusing on specific actions or observable facts and results instead of making subjective judgements help to avoid personal biases.

Prior to conveying and elucidating the repercussions of their conduct on the team or customer, it is advisable to initially inquire about their own level of awareness regarding the impact of their behavior. By encouraging self-reflection, individuals often develop a profound understanding of the consequences when the realization stems from within. In the event that they exhibit a lack of awareness or appear oblivious to the circumstances, it becomes appropriate to enlighten them accordingly.

It is always important that the conversation isn't just one way. You want to invite the team to provide their feedback to so everyone leaves on the same page. We all have our blind spots, even leaders.

Many leaders believe feedback involves one-way communication - you telling the employee what they could do better. However, feedback should always involve the opportunity for the employee to share their view. The foundation of all good feedback is: 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 - Engage in two-way dialogue using questions and active listening. 𝗖𝗹𝗮𝗿𝗶𝘁𝘆- Be straightforward and direct. Beating around the bush is not helpful to you, your goal, or the employee who may not understand an unclear message. 𝗖𝗮𝗿𝗲 - Go into the feedback meeting with positive intent and create an environment of psychological safety. With these 3 C's you can achieve your feedback goals.

Even before providing constructive feedback to others, I would first ask for feedback for ourselves, showing genuine interest in other people's opinions and learnings. Especially if we are in a position of authority, it sends a clear message, establishes reciprocity and lets everybody know that it's OK to give and ask for feedback. If we do it from a psychologically safe place, in time, people will probably open up, and providing feedback will become a habit.

Yes, if you aren't open to hearing their perspectives why are we having this conversation. Again, what is my true intention with this feedback conversation? Is it to be right? Or improve our relationship?

At seventeen years of age I was working for corporate head office in a bank, the youngest to work there. I come from a small town in NL and moved to Edmonton with no experience; however, I did take a administrative trade before I left for the big city. Every three months I met with management to get advice on where I wanted to develop my skills and how they would support me in my growth. Leadership was measured and feedback was a two way conversation. The environment was trusting, non-threatening, not competitive and gratitude was shown when we worked hard. They held me accountable and they let me hold them accountable.

Empathy goes a long way. Also letting them know your coaching will help them achieve the goals they have for themselves and the role. Listening, and conveying you genuinely care about their success is key. Ask them for their ideas for making an improvement, or what ideas they have to correcting the situation.

Providing feedback isn't just about conveying your perspective; it's an opportunity to engage in a two-way dialogue that fosters understanding and collaboration. When you offer feedback, it's equally important to create space for team members to voice their viewpoints, concerns, and aspirations. This dialogue can yield valuable insights and foster a deeper understanding of their challenges and goals. Encourage them to ask questions, share their own feedback, and propose solutions. By actively listening and empathizing, you demonstrate that you value their input and understand their situation, avoiding judgment or blame.

The best feedback I ever got started with a question. It should always be a two way conversation. As a leader, it is your job to pull out nuances from the person who is on the receiving end of the feedback.

When you let people share their challenges and opinions and really listen to them, it creates a safe space where they feel heard and valued. Feedback should be all about connecting with each other, not just going through the motions. Anyone aiming towards creating a safe space for their team really should invest in this.

Understand the source of their behavior by emphasizing the consequences. Involve them in identifying alternative approaches. When giving feedback, personalize your approach but ensure it aligns with the company’s values and principles. In a corporate environment, these values and principles are essential for creating alignment and connection. Be an ally.

I've found coaching to be a powerful element of follow-up which puts the team member, not the task, in the center. This helps build rapport, trust, confidence, and accountability. In The Coaching Habit, Michael Bungay Stanier offers 7 questions every leader should learn that also apply as follow up and support tools: The kickstart question - “what’s on your mind?” The AWE question - “and what else?” The focus question - “what’s the real challenge here for you?” The foundation question - “what do you want?” The lazy question - “how can I help?” The strategic question - “if you’re saying yes to this, what are you saying no to?” The learning question - “what was most useful for you?” Show that you care enough to be the one to serve them

A feedback discussion should end with an agreement for the next steps from both sides. An agreement sows the seeds for a trustful follow-up. It also enhances accountability and collective responsibility.

1:1s with your direct reports should always come with a living document to track discussions had, to-dos, and intiatives that are relevant to the relationship. Spend some time at the top of each session recapping or following up on items that were agreed on at the end of the last session. This helps both parties stay accountable.

Regular check-ins between mentors and mentees should be structured to facilitate a two-way exchange of feedback and insights, fostering continuous learning for both parties. By making regular check-ins a two-way street, you create a collaborative and dynamic learning environment. Both mentor and mentee can contribute to each other's development, making the mentoring relationship a richer and more rewarding experience for everyone involved.

When you follow up on feedback you've given, use open-ended, thought-provoking questions to encourage self-reflection rather than judgment. Acknowledge the progress and results achieved, while also guiding the individual to set higher standards and continue improving. Avoid turning this into a mere checklist activity where the focus is on ticking off items rather than genuine development.

After a feedback session, it's important for anyone to feel positive about what comes next. Make sure to provide clear guidance and goals for the future. Following up and offering support shows that you genuinely care about your team's success and that you are committed to creating a supportive work environment.

As a new manager, build trust and respect by balancing praise and constructive criticism in feedback. Start with appreciation of strengths that further team goals. Then address development areas, being specific yet kind. Explain how improving certain skills will help the team's performance as well as the fulfillment of their personal values. Follow up to celebrate progress. Your role is supporting growth, not punishment. With this supportive approach, the team will see you as fair and invested in their success. Delivering balanced feedback shows you recognize their capabilities along with opportunities. Respect follows when people feel empowered by candid yet compassionate leaders.

🦄No need for alarm. I always coach new managers to kick off things with new teams by building trust and setting a communication rhythm. Do this via huddles (as a group and individually) to learn about each other, obtain historical context that'll help your lenses, and calibrate expectations. 📌Some topics to cover: Feedback preferences and practices (get understanding re how people want to receive, and share your approach and goal (feedback always, always is letting people know when/where they excel, and flagging their gaps (opportunities). Be sure to work through gap-closing strategy/figure out what support they need Communication styles and preferences Preferences for working through inevitable conflict Do this, off to a good start

When I become the leader of a new team I start with a leader assimilation exercise. I ask the new team members to get together and think about what they want and need from me as a new leader. I find this approach is extremely effective as it is often something the team have not previously experienced. This builds an open and transparent relationship from the start. Taking this information I then enter into the normal cycle of 1-2-1 discussions where I use coaching style questions to understand their perspective before responding. Feedback, when given in the right way is a gift and should be used as an opportunity for growth - not criticise. Keep it regular, balanced and framed positively to build trust with your teams.

As the new team manager, you need to be careful to position yourself as more transformational rather than transactional in your approach to feedback. Show that you are invested in the team and their success, else you will fail to build strong relationships at this early stage. To do this, you should balance direct feedback while still showing you care about the the team and individuals, in an authentic way. This is based on Kim Scott's Radical Candour model of delivering feedback - has served me very well with all the teams I managed.

To prepare oneself to give effective feedback, I start by reflecting on specific observations and clarifying the objectives of the feedback session. Gather relevant information and plan my approach, considering timing, tone, and language. Anticipate reactions and practice active listening during the conversation, staying focused on the issue at hand and remaining open-minded to new insights. Strive to maintain objectivity and prepare for follow-up actions to support the team member's growth and development.

Using the SBI Model - Situation, Behaviour and Impact ensures that your feedback is not subjective and judgmental, nor does it about blaming or criticising someone Apart from this, feedback has to be consistent, objective, given for both good and bad performance or behaviour and given in a timely and immediate manner

You need to be candid above all else. While empathy is crucial, prioritizing feelings over direct and constructive feedback can send mixed signals about performance. The truth may be uncomfortable at first, but your team will ultimately value your honesty, especially when it helps their personal and career development.

When we discuss feedback, we put a great deal of pressure on the person delivering the feedback and this usually results in a rather tense conversation with the subordinate (despite a well intentioned and prepared approach). I work with teams to build a culture of Coachability (see Kevin Wilde) so the receiver of feedback is prepared to see the value, seek the feedback, respond, reflect and act accordingly. Result: Increased accountability and an open mindset.

Two simple rules: 1. Be clear on your intention of giving feedback and the impact you want it to have. 2. Balance support and challenge in your feedback.

The most effective way to give constructive feedback is to focus on the impact of the individual’s behavior. Many times, people don’t realize that that they intended to do didn’t match the outcome. They’ll say, “I didn’t mean to!” in response to your feedback if you’re not careful. By focusing on impact, you can also acknowledge, “I know you don’t mean this, and when you (name the behavior), it has the impact of (name the impact).” This opens up a productive dialogue instead of shutting it down with defensiveness.