Here's how you can give constructive and helpful feedback.

Starting off on a positive note is the first step in providing constructive and helpful comments. Recognize the person's efforts and strengths by emphasizing their accomplishments and any forward motion. Setting a positive tone at the outset of a feedback conversation fosters support and facilitates effective dialogue. You can then easily move on to areas that need work, providing detailed and doable advice for development. This well-balanced strategy promotes receptivity to criticism and a cooperative atmosphere that is centered on ongoing improvement.

An individual asking for feed back already knows they have room for improvement and want to improve. It's important for that person to choose the right stakeholders when asking for feedback. When one is asked for feedback, they must first ackolwdge the reason and the purpose of this ask. It is essential for them to focus and really help the individual cement their strengths and together agree on one or two areas of development starting from what the individual is looking to accomplish. This, in my opinion, would be the starting point in this two way dialogue.

In my role as a finance manager, I've found that beginning discussions with positive remarks establishes a supportive atmosphere for dialogue. This practice facilitates open communication and increases the likelihood that the recipient will be receptive to subsequent points. Recognizing strengths and efforts upfront before addressing areas for improvement is key. This method not only uplifts morale but also ensures that feedback is balanced, creating a sense of fairness and objectivity. It's about reinforcing successful aspects, which is equally important alongside addressing areas that need refinement. #PositiveFeedback #TeamSupport ????

To effectively deliver negative feedback, consider adopting an approach similar to how a barber skillfully applies cream before shaving, to ensure the process is as smooth as possible. Just as a barber prepares the skin with cream to prevent irritation, begin the feedback session by setting a constructive tone. Create a calm environment and start with positive notes about the individual's achievements or strengths. This approach helps to reduce defensiveness and opens the recipient to receive constructive comments

State what you have observed yourself rather than what someone has told you. You will be more authentic when you can provide further detail when asked. Also share the impact it is having.

I've learned that vague feedback can be confusing and unproductive. Instead, offering clear examples to illustrate points is crucial. This specificity aids in understanding precisely which actions or behaviors require adjustment. Avoiding generalizations prevents misunderstandings. By concentrating on specific instances, a direct link between feedback and necessary improvements is established, rendering the feedback more actionable. #ClearFeedback #Improvement ????

If we prepare our feedback properly, is more eassy to be specific. We should have a goal for having this conversation, be factual and concrete. But clear enought for really start a construtive action. Sometimes I found managers that wants to be so constructive that the message does not go through to the other side.

Being specific in feedback is crucial. Vague comments can lead to confusion and misinterpretation. In one instance, instead of saying, "You need to improve your reports," I said, "Adding more detailed analysis and clearer conclusions will enhance your reports significantly." This clarity helps the receiver understand exactly what to improve and how.

I got a strong complaint from the sales department for failing to deliver an urgent order to an important customer. The factory I was responsible for had an excellent score of 99.6% on-time-in full metric. In my investigation I understood that the order was for a slow moving SKU which which was not available at 3PL store but was in stock at the factory warehouse. In discussing the matter with the sales department it became obvious that urgent orders of slow moving SKUs must be preceded by an urgent stock transfer notice. This need was recorded in a special work instruction, making the feedback more actionable.

Again, feedback should be whats going right too, so good behaviors are reinforced. This feedback should be several times more than constructive feedback. If we want feedback to be the gift that it can be we need to ensure it comes from a genuine interest in the growth of the individual, that they are in a growth mindset and that they trust you because they know you have their back. Lets not connect feedback only to bad behaviors.

In my experience as a finance manager, I've found that feedback should prioritize behaviors over personal attributes. Criticizing someone's character may feel like an attack and isn't helpful. Instead, discuss actions and their consequences, which individuals can modify. This method fosters constructive dialogue and fosters professional development by distinguishing the individual from the issue and minimizing defensiveness. #ConstructiveFeedback #ProfessionalGrowth ????

An example I’ve seen work very well is recognizing that when you focus on the behavior vs the person themselves AND recognize that they may accept an offer of “help” to learn how to behave differently in situations you are more likely to have made an impact that multiplies tenfold over time. Showing someone how to versus only describing what needs to change can build trust, encourage growth, provide safety among many other desirable cultural outcomes. This leaves others feeling supported encouraged and relieved! Offer to help and when you do, you just might learn something too!

No perceptions or sensations. We should have facts for make the picture. And expose them in a constructive perspectif. We should be able to transmit the idea that we are communicating for improving and not for critisizing.

Regular and timely positive and constructive feedbacks effect and responsiveness to change begins with trust and respect between manager and report. In my experience response to these dialogues and the speed of growth is dependent on this relationship.

Exactly! Feedback shouldn't just pinpoint problems; it should also offer constructive solutions and actionable steps for improvement. This approach turns feedback into a catalyst for growth, inspiring individuals to actively engage in their development journey. It's about creating a supportive environment where everyone feels encouraged to learn and evolve continuously.

I find that leading by asking questions to encourage the counterparty to devise their own solutions is an effective strategy in feedback and coaching. This approach, often referred to as "coaching by inquiry," not only enhances the recipient's problem-solving skills but also increases their engagement and commitment to implementing the solutions. When individuals arrive at their own solutions through guided questioning, they feel a greater sense of ownership and accountability. This empowerment motivates them to commit fully to the action plan they've developed, increasing the likelihood of successful implementation.

Offenes, ehrliches Feedback an Mitarbeiter ist ein wesentlicher Bestandteil eines positiven Führungsstils. Indem du konstruktives Feedback auf eine positive und unterstützende Weise gibst, erm?glichst du deinen Mitarbeitern, sich weiterzuentwickeln und zu wachsen. Positives Feedback erkennt und würdigt die Leistungen der Mitarbeiter, st?rkt ihr Selbstvertrauen und ihre Motivation. Gleichzeitig hilft konstruktives Feedback dabei, Verbesserungsbereiche aufzuzeigen, ohne die Mitarbeiter zu demotivieren. Insgesamt f?rdert ein solcher Ansatz eine Kultur des Lernens, Wachstums und der Zusammenarbeit im Unternehmen.

Feedback should always be accompanied with an action plan that can help the receiver to adjust accordingly. Because, telling someone what they are not doing right without showing or telling them how to make it right or make amends is as good as not saying anything.

Whenever I offer feedback, I ensure it includes actionable solutions or suggestions for improvement. For instance, if a project manager struggles with time management, I might recommend specific strategies or tools like time-tracking apps or prioritization frameworks and offer to help them implement these solutions.

I started my international career with one multilateral development bank as a follow up officer. The bank hired me as external consultant, but with extensive work schedule as full-time country representative. The key activities were based on the portfolio of approved projects (all 12 ones) which were not implemented due to different reasons, especially, lack of knowledge, absence of project execution units and poor coordination with the bank headquarters. The follow up task is not easy since you have to dive fully into myriad of organizational and technical issues. It took almost one full year to push for the first reimbursements in most of delayed projects. So 24/7 work and focus on consequent follow up could build up any solid character.

In my experience, this is an often missed vital step in promoting the recipient’s growth and development. As a leader it’s important to follow-up to see how the recipient incorporates feedback en route to true behavioral change and performance improvements. It also provides a side benefit of authenticity and builds trust and loyalty to your team with yourself. People will respect that fact that your comments weren’t just a part of being compliant with a designated performance review process cycle but rather that you are truly committed to driving change and growth for the individual because you are actively following up and available to help progress the recommendations for change. The team members will appreciate your due diligence.

The emphasis on follow-up is commendable! Let’s break down the key points: Feedback as a Process: Recognize that feedback is ongoing. It’s not a single event but a continuous cycle. Schedule regular follow-up meetings to assess progress. Address New Challenges: Use follow-up sessions to discuss any new challenges that arise. Be proactive in finding solutions together. Investment in Development: By committing to follow-up, you demonstrate genuine interest in the recipient’s growth. It ensures that feedback translates into measurable improvements. Remember, consistent support drives success!

For me, follow-up means ensuring sustainability. Every newly developed process and every change within a process chain must be lived and internalised. Therefore, the changes and adjustments must allow for follow-up. It has proved very successful to hold online meetings at regular intervals, e.g. every two weeks, to discuss current developments and identify solutions in the event of implementation difficulties. Depending on the scope of the measures introduced, corresponding online meetings are held to ensure that these measures work and are implemented in the long term. At the same time, defined action plans support the achievement of objectives. All team members are involved in the process adjustments or process optimisations.

Tenho dúvidas se é o feedback ou o plano de desenvolvimento ou corre??o que deve ser acompanhado. Porém, o fato é que precisamos acompanhar, como um projeto, os planos estabelecidos no feedback, pois só assim teremos a garantia de que o objetivo final será atingido.

Approaching feedback in a collaborative way can make it much more accessible and understandable. Invite the recipient of the feedback to also provide their thoughts and reflections, reach and consensus on the action points to be taken from it and support them with the follow up. When the recipient of the feedback is involved in the reflection process and creating the plans for their development and growth it’s far more likely to give them a sense of ownership and accountability and lead to sustainable behaviour change.

Ein konstruktiver Austausch mit den Mitarbeitern ist von zentraler Bedeutung, um eine Atmosph?re offener Kommunikation zu schaffen, in der Ideen und Vorschl?ge willkommen sind. Indem du die Mitarbeiter dazu ermutigst, positive Verbesserungen vorzuschlagen, zeigst du, dass ihre Meinungen gesch?tzt werden und dass das Unternehmen offen für Innovationen ist. Durch regelm??ige Feedback/Brainstorming-Sitzungen k?nnen Mitarbeiter aktiv dazu beitragen, Prozesse zu optimieren, Probleme zu l?sen und das Unternehmen voranzubringen. Ein solcher partizipativer Ansatz st?rkt das Engagement der Mitarbeiter, f?rdert ihre Eigenverantwortung und tr?gt letztendlich zu einer positiven Unternehmenskultur bei, in der kontinuierliche Verbesserung gef?rdert wird.

When giving feedback to encourage dialogue, it's important to create a supportive environment where everyone feels valued. Begin by highlighting what's going well in the conversation, then gently address any areas that could be improved, using examples. Be respectful and empathetic, focusing on behaviors or ideas, not personal traits. Encourage the other person to share their perspective and ask questions to ensure understanding. Finally, show appreciation for their willingness to engage. This approach fosters open communication and helps everyone grow together.

Be the Feedback Pro ??1. Start Positive: Acknowledge their effort & highlight strengths. (e.g., "Great job on the clarity of your report!") ??2. Focus on the Work: Address specific areas for improvement. (e.g., "The data analysis could benefit from...") ??3. Offer Solutions: Suggest ways they can improve. (e.g., "...consider including comparative charts.") ??4. Be Respectful: Use "I" statements and avoid personal attacks. (e.g., "I noticed..." not "You forgot...") ??5. Encourage Questions: Open the floor for discussion and clarification. (e.g., "What do you think?") ??Overall:Clear, specific, and actionable feedback delivered with a positive and respectful approach leads to growth.

First, constructive feedback can be positive and can be negative. When someone does something good you to praise them and give them positive feedback, this works like a reinforcement mechanism, so, you get more of what you reward. But, when someone does something wrong, by wrong I refer to undesired outcome, behavior or performance related, then why on earth would you start with positive? Why would you confuse them? Be factual, refer to what is wrong not who is wrong. Negative constructive feedback should be factual, clear, specific, actionable, and delivered in a supportive manner. You want to inspire a desire for change, not develop defensive behavior. Honesty goes a long way.

Providing constructive and helpful feedback requires certain steps. Begin by concentrating on specific behaviors or actions instead of personal traits, ensuring that your feedback is objective and actionable. Offer concrete examples to illustrate both successes and areas for improvement. Provide suggestions for enhancing performance or trying different approaches, with a focus on growth and development rather than criticism. Deliver feedback promptly and privately, allowing the recipient to process it without feeling embarrassed or defensive. Lastly, be receptive to receiving feedback yourself and engage in a dialogue to promote mutual understanding and ongoing improvement. #ahmedalaali11

From my experience, when giving feedback, people will immediately defend their intention as they weren't trying to get it wrong. I now start feedback by acknowledging their intentions: for example, "I understand you aimed for clarity." once you have agreed on what they were trying to do, they will be more open to the impact feedback: i.e."However, some areas lack specificity, causing confusion." Offer solutions: "To enhance clarity, consider simplifying complex ideas and providing examples." Encourage dialogue: "Let's discuss further for improvement."

In my experience the best way to give feedback is to first ensure that the recipient is in the right frame of mind to receive advice or coaching. Often leaders have a tendency to point out errors or issues on the spot, in the flow as they think of it. Noting the situation and reading the room and receptiveness of the person, and delivering feedback at a more opportune time is better than doing a fire when ready mode of advice giving. As a leader you should always self examine your reasons for coaching and giving advice. We are all human and sometimes we sub consciously deliver advice to make ourselves feel smart. Unintentionally we ourselves benefit from sharing wisdom, so it’s important to do so with the right intentions of helping