Here's how you can deliver specific and actionable feedback as a manager.

I find it very useful to start the feedback discussion by asking your team member what do they think about their performance on a specific topic first. This helps you structure your feedback session. If the perceived performance difference is very high you might start by adding different perspectives on how performance could look better. If your team member feels there is something but cannot name what to improve or went well, you can help by clarifying. It is important to give the first chance to your team member to figure out. This way feedback will sink in and have a greater impact.

También, cuando los comentarios son detallados y precisos, los empleados pueden identificar con mayor claridad las áreas de mejora y entender mejor las expectativas.

Mostly I use the BOOST model to deliver feedback. Balanced: I start by mentioning positives, followed by points that can be improved. Objective: my feedback generly focuses on behaviour not the personal traits or preferences. Observed: Feedback I give is something I witnessed first-hand, rather than I heard from others. Specific: This is very important and critical to any feedback, Be specific. Support feedback with data and situations you have noticed in the past. Timely: Lastly, don’t wait for the right time. Feedback should be prompt and in private if constructive.

Feedback can get sticky.. it is always better to keep them focused on areas of concern, rather than reflecting on the individual, reflecting on the aspect causing concern should be addressed with the intention of showing drawbacks leading to the approach. Making feedbacks positive when speaking to teams ensures they respond and not react to it.

To deliver specific and actionable feedback as a manager, be clear and concise, using specific examples to illustrate your points. Focus on behaviors rather than personal traits. Describe the situation, the behavior observed, and the impact it had. For instance, "In yesterday's meeting, you interrupted the speaker multiple times, which disrupted the flow of the discussion." Provide concrete suggestions for improvement, offering guidance and resources if necessary. Encourage open dialogue, allowing the recipient to ask questions and share their perspective. Schedule a follow-up meeting to review progress and provide additional support or feedback as needed.

Be quick as when you lose time in any decision it just gets worse and it becomes harder to execute as time passes and even if the decision is wrong you can learn

La retroalimentación oportuna no solo mejora la capacidad de retención del mensaje, sino que también muestra a los empleados que su desempe?o es observado y valorado en tiempo real, lo cual puede ser altamente motivador.

Choosing regular check-ins over annual reviews promotes continuous communication and growth. These frequent conversations allow for timely feedback and discussions about goals and progress. For instance, scheduling bi-weekly or monthly check-ins helps keep everyone aligned and motivated throughout the year, rather than waiting for a yearly review that may not address immediate needs or accomplishments.

I believe constructive management goes beyond providing just purpose, motivation, and direction. Additionally, you need to provide the tangible and intangible aspects of the task at hand. Provide the standard, the substandard, and the expectation. Hold them to a standard, inspire them to meet your expectation, reward them for going above the standard (even if it doesn't meet your expectations) and correctively train any substandard performances. This makes the work productive and a learning experience with measurable metrics that can be used for future tasks. This promotes growth and learning instead of systematic obedience and endless goal shifting. Lastly, this forces the "servant leadership" model by requiring the manager to be active.

What I understand here is, how you share the feedback matters to the core, Rather than making someone guilty for their mistake and satisfying your ego, better convey the concern in a subtle way so that the conversation doesn't sound like a grill session. Have an approach where you offer assistance willingly so that they also achieve their targets and make them feel that you are equally involved with them. No rocket science needed here.

feedback should always aim to promote growth and learning. When you need to address areas for improvement, frame your feedback in a way that shows you believe in your team member's ability to grow. Use language that encourages development and avoids making the person feel defensive. For example, instead of saying "You didn't meet the target," try "Let's explore how we can approach your targets differently to ensure success next time." This approach not only provides direction but also instills confidence that you are invested in their progress

feedback should always aim to promote growth and learning. When you need to address areas for improvement, frame your feedback in a way that shows you believe in your team member's ability to grow. Use language that encourages development and avoids making the person feel defensive. For example, instead of saying "You didn't meet the target," try "Let's explore how we can approach your targets differently to ensure success next time." This approach not only provides direction but also instills confidence that you are invested in their progress

Los comentarios que el líder del proceso debe generar a sus subalternos siempre deben ir enfocados a la creación de confianza en el personal, dando una retroalimentación de los puntos a mejorar, definiendo planes de acción concretos para la mejora.

Ser manager no es solo un título, un buen manager debe promover el crecimiento de sus empleados para conseguir además de ser el mejor equipo que las personas que lo compongan consigan tras la mejora de sus habilidades y conocimientos los éxitos que se propongan. Para ello, el lenguaje que se utilice en el feedback debe ser adecuado y promover todo ello.

There is always a need for actionable feedback. While this feedback is welcome, only a few managers make an effort to help the team member work on it. For instance, one of the most common pieces of feedback that many of us would have received at some point in our career is: Strengthen strategic thinking. Giving feedback like this, without offering a solution, is like sending your team member on a wild goose chase. Hence, it is important that managers make the effort to sit down with the team member to contextualize the feedback and support them in carving out a plan of action to address it.

I want to below points as per my perspective. Feedback on Team Dynamics: - "In team meetings, your input is valuable. Working on [specific behavior, e.g., active listening] will enhance our team collaboration." Acknowledging Effort and Growth: - "I appreciate the effort you've put into [specific task/project]. Your progress in [specific area] is evident, and it's clear you're committed to improving. Let's continue building on this momentum." Future Opportunities: - "You've shown strong capabilities in [specific area]. There are upcoming opportunities in [specific project/role] that I think you'd excel in. Let's discuss how we can prepare you for that."

While identifying areas for improvement is necessary, it's equally important to offer solutions or steps for improvement. This transforms feedback from criticism to a constructive pathway forward. If a team member is struggling with time management, don't just point out that they've missed deadlines; offer strategies such as prioritizing tasks or using a time-tracking tool. By providing actionable advice, you empower your team members to make positive changes and demonstrate that you're supportive of their development.

Es necesario cuando un feedback es de mejora ofrecer posibles soluciones ya que se percibe como algo a mejorar y lo algo reprochable.

Feedback without an actionable plan is merely a comment. The real impact of constructive feedback is realised only when there is a clear pathway to achieve the desired outcome. This can be accomplished by implementing and agreeing upon corrective measures, timelines, and detailed steps, along with key performance indicators (KPIs) to measure the progress of improvement. There is nothing more empowering than seeing progress or improvement, even if it's a small step forward. Therefore, ensure that you set achievable and realistic KPIs. Additionally, assist your team in monitoring progress. Regular check-ups are crucial to ensure everyone stays on track.

In a team meeting, you could encourage each member to express their opinions on a recent project, inviting discussions on what worked well and areas that could be improved or during a brainstorming session, encourage team members to share their innovative ideas for a new product launch, fostering discussions on creative strategies and potential challenges. Interaction facilitates the exchange of ideas and strengthens trust within the team, promoting a culture of continuous improvement and effective collaboration.

Team meetings, team-building activities, casual coffee breaks, and any face-to-face interactions are essential in team management. As humans, establishing a collaborative team culture requires building trust within the team. This trust can only be achieved by leading with a human and approachable leadership style. Empower everyone to be themselves and encourage them to share their thoughts and feelings about decisions, plans, and processes. By fostering an open and trusting environment, the team can thrive, and people will enjoy working together.

Feedback should be a two-way conversation, not a monologue. Encourage your team members to share their perspectives and be open to discussing their experiences and challenges. This dialogue can provide valuable insights into how you can better support them and may reveal underlying issues that affect performance. By fostering open communication, you create a collaborative environment where feedback is seen as a tool for mutual growth rather than a top-down judgment.

Como gestora comercial, acredito que o feedback é sempre válido e essencial para o desenvolvimento da equipe. O maior desafio é fazer o colaborador entender que o feedback, mesmo que negativo, também serve para o seu crescimento pessoal e profissional. Um ponto importante é fazer a nova gera??o entender que nem toda fala negativa é para diminuir a pessoa. Já tive experiências onde, em um 1:1 com uma colaboradora, ela se sentiu confortável para compartilhar quest?es pessoais que estavam afetando sua performance no trabalho. Isso me permitiu ajudá-la de outras formas também.

One helpful practice I've discovered is setting a calendar reminder to follow up with each team member or the entire project team. I often see managers and leaders becoming overwhelmed with business tasks and daily operations, causing follow-ups to slip down the priority list. At first, these follow-ups may not seem as critical as a strategic decision in your Finance meeting. However, neglecting them entirely can lead to long-term problems, such as a team member feeling overlooked and potentially leaving the company. Never underestimate the importance of follow-up; set that reminder in your calendar today.

In my experience, this is also a great way to build trust. By investing your time and keeping focus with your team members around feedback you've given them, the chances they will be successful in improving what they need to improve go up. This also shows your focus and the importance of the feedback you gave. If you just forget about it, then it's less likely that feedback you give in the future will be taken as seriously.

El seguimiento no solo es en proyectos, tareas o el propio de rendimiento muy típico en organizaciones así como el de objetivos. Cuando se da feedback es importante realizarlo para que no quede como anécdota del momento y se traduzca en un refuerzo de los aspectos positivos y una mejora de los negativos a largo plazo.

Follow-up can only be carried out if the points discussed and observed in the feedback process are recorded. Therefore, in order to have follow-up, it is necessary to record and regularly check the development of these points, and throughout this process the manager must help with the necessary corrections.

Acredito que o feedback é uma ferramenta essencial para o crescimento e desenvolvimento da equipe. é importante dar feedback regularmente, em intervalos que permitam observa??es significativas e construtivas, sem sobrecarregar os colaboradores. Para feedback positivo, aproveito momentos de conquistas e bom desempenho, elogiando em público para aumentar a autoestima e motiva??o. No caso de feedback negativo, prefiro abordá-lo em particular, logo após a identifica??o do problema, para evitar constrangimentos e permitir uma conversa produtiva. N?o sou a favor de um feedback "padr?o". Precisamos considerar o fator humano e suas emo??es, personalizando cada feedback de acordo com o perfil de cada pessoa.

Delivering specific & actionable feedback as a manager is pivotal for employee growth & development. >Be specific & clear-Focus on specific behaviors, actions, or outcomes rather than general traits. >Use data-Support your feedback with concrete data or observable examples. >Set actionable goals-Establish achievable, measurable goal >Sandwich method-Place constructive feedback between positive statements >Follow up-To monitor progress & provide support. >Be open to feedback yourself >Document feedback-Keep a record for future >Tailor feedback to individual need >Focus on development, not criticism-Emphasize growth & improvement rather than dwelling on mistakes. >Celebrate progress-Acknowledge & celebrate achievements & progress.

After using GROW , SMART, SMARTER ,etc one must be aware that we are not here to help people but rather to help them help themselves, then use emotional intelligence and personality styles to speak to each individual according to their style and use the right communication style that suits theirs and then meet afterwards to review the actions agreed on in the GROW model....