What are the best ways to give feedback on a presentation?

In my experience offering feedback can be tricky. It takes empathy, respect, and good communication skills to provide feedback that's well-received too. My top 3 suggestions are - 1/ Be specific Vague appreciation ("that's nice", "great presentation") isn't helpful. Highlight a specific point that you enjoyed, why you enjoyed - and then suggest what you might have found more helpful. 2/ Use Sandwich method Good point + opportunity for improvement + good point -> that's the 3-layers of feedback-sandwich. Present feedback as something you'd have enjoyed (versus what they "should improve"). 3/ Never give feedback in public Use public settings for only appreciation and encouragement. Share feedback in private.

Setting clear expectations beforehand is crucial for providing targeted feedback on a presentation. If you are fully aware of what you want to achieve with your feedback, you would be more precise and the value you provide will be more appreciated. Clearly outline the goals, desired outcomes, and specific criteria you'll be evaluating. Discuss with your client or whoever the recipient of the feedback is, to ascertain all of the things that matter to them and itemize them. This helps the individual understand what to focus on and makes your feedback more actionable and relevant. When you can both visualize your objectives, it becomes easier to accomplish them by knowing the best questions to ask or methods to adopt.

é preciso sempre lembrar que feedback n?o é apenas quando algo deu errado. O feedback precisa ser aplicado em todas as situa??es: tanto quando deu tudo certo, tanto quando algo deu errado. Vale também lembrar que se algo deu errado, o feedback n?o deve ser uma crítica, mas uma avalia??o do que n?o correspondeu, seguido de um plano de a??o para que o mesmo n?o ocorra no futuro.

I immediately hear, "clear is kind." Setting the expectation that feedback will be given at your organization is best shared upon hiring. In my experience, finding out how your team members want to receive feedback and how they would like to be praised for good work is key.

Giving feedback starts with asking for permission to share feedback. Don't assume that your feedback is necessary or even helpful. Before starting in on what you want to say, ask for permission or if this is right time to share feedback. A better way to pass along a message is to write it down or share in a way that can be accessed another time. Professional speakers likely have their own coaches and trusted circle. They aren't open to hearing feedback from others who may not have the context that fits their needs.

Do NOT use the sandwich method! People can ?? smell it a mile away. It's so bad it's become cliché. INSTEAD - try these 3 things: 1?? Start by asking the presenter what their OBJECTIVE was. Focus the feedback on their objective. 2?? Provide separate feedback on the CONTENT (main message, persuasiveness, knowledge,...) and on the DELIVERY (tone, engagement, slides or other media,...). 3?? Yes, try the "Start-Continue-Stop" framework.

Eu particularmente n?o gosto deste modelo sanduíche, mesmo porque o feedback pode ser apenas um elogio por um trabalho bem executado, e neste caso n?o há motivo para "rechear" a conversa com críticas. Vale sempre lembrar que o feedback serve como ferramenta de desenvolvimento, e n?o se pode desenvolver uma pessoa fazendo críticas ao seu desempenho. Se algo n?o deu certo, o feedback deve ser no sentido de apontar as falhas, porém sem críticas, e mostrar o jeito certo de fazer em uma próxima vez.

Instead of strictly using the sandwich method - which can become just a meaningsless blueprint - rather be empathic, respectful and precise while giving feedback. Acknowledge the efforts of the client. Instead of addressing them in the second person ("you said"/"you did"), describe how you, as the audience, perceived the presentation: "I thought"/"I understood"/"I asked myself". However, be honest and mention what you did not like and how to improve. Giving helpful feedback is about striking the right (positive) tone - especially if you have to criticize something - and precise suggestions for improvement.

Personally I prefer to give feedback following the Start - Stop - Continue method, where you give 360 degrees feedback on - things that are good at and you should continue doing them - things that you need to learn or start doing, to make it to the next step (room to grow - start) - things that you should stop doing to improve your performance / actions that don’t bring any value anymore

When you know feedback is needed, it's best to start by asking if the recipient if the time is right. If a person is stressed, distracted or otherwise occupied, feedback is typically not received well. Following a "Situation-Behavior-Impact" approach often works well. Without specifics the recipient is left to guess or assume which does not help them address the feedback you are providing and they will likely either repeat less desirable behavior or not repeat the good behavior you wish to call attention to. Be specific and provide regular follow-up to help positively reinforce the changes you are observing.

1. Give Step by Step Feed back 2. Pro's and the Con's of what you learned about the presentation 3. Give the most valuable asset learned

A conversa deve sempre girar em torno do fato ocorrido, e nunca em rela??o a pessoa. Outro coisa que também n?o pode acontecer é incluir outros eventos passados no assunto atual. Cada ocorrência deve ser tratada no seu tempo e de forma individual. Deixar acumular vários erros, para somente depois tratar vários ocorrido juntos, certamente trará muito estresse ao processo.

Eine Sache, die ich hilfreich finde, ist, mit konkreten Beispielen dessen, was schon gut funktioniert hat ("was kannst du beibehalten und warum"), zu starten. Damit kann man eine gemeinsame Baseline finden. Darauf aufbauend kann dann anhand konkreter weiterer Beispiele durchgesprochen werden, was ggf. noch angepasst/ gef?rdert werden kann und was g?nzlich neue Ideen sein k?nnen für den Vortrag und warum.

Warum nicht die Frage stellen: Was ist Dir bei XY aufgefallen? Was hast Du für Verbesserungs-M?glichkeiten? Wie würdest Du es selbst gerne erfahren/empfinden? Auf diese Weise, entsteht eine Reflexion mit M?glichkeiten, die begleitet und geführt werden k?nnen.

Optimal remarks for displays entails being specific and actionable. Instead of large feedback, recognition on particular components which includes content material readability, slide layout, or delivery strategies. Acknowledge strengths and provide specific suggestions for improvement. This targeted feedback facilitates the presenter pinpoint regions for enhancement, remodeling fashionable advice into actionable steps. By supplying precise steerage, the feedback will become a treasured tool for ongoing improvement in presentation competencies.

Dar un buen feedback es un arte y como todo arte necesita practica, entrenamiento. Una de las errores mas comunes que veo en las conversaciones de feedback es cuando no podemos separar a la persona del comportamiento. Y decimos cosas como: "Eres impuntual" "Te falta compromiso" y cuando nos metemos con la identidad de la persona, lo mas probable es que esta se sienta atacada y se ponga a la defensiva. Por eso es clave hablar de comportamiento. Hay algo que escuche una vez y me quedo grabado y que creo que puede ayudar es lo siguiente: "Lo que haces es mejorable o perfectible, lo que eres es sagrado". Por lo tanto hablemos mas de lo que hacemos y no de lo que somos!!! y nuestras conversaciones de feedback mejoraran.

O foco deve sempre ser na ocorrência, e nunca na pessoa que está recebendo o feedback, e como já dissemos o feedback n?o é para fazer críticas, mas apontar possíveis falhas e indicar um método de desenvolvimento para evitar ocorrências similares no futuro.

I have a contrarian view: Focusing solely on behavior overlooks the person's deeper aspects like beliefs, emotions, and experiences. Understanding behavior in context with the individual's identity and growth journey is vital. Ignoring this holistic view may limit feedback's effectiveness and overlook root causes, hindering lasting change. Integrating the person and behavior yields richer insights for more impactful feedback.

Always play the ball and not the player. Focus on the presentation and don't make personal comments about the presenter. This can be hurtful and unhelpful. If a person can't change something about themselves in thirty seconds then it may be part of their character which cannot be changed easily. Always remember what it feels like to be in the position of someone who is being critiqued.

Most presentations generally have some good points, some which can be improved and some which need to be dropped or replaced. It would be better to focus on the content first before we talk about the visual impact of the presentation. Keeping the goal in mind we can point out the content that is best for them and appreciate them. Then we discuss the ones which need slight modifications. Next we can take up the ones which need to be dropped. If the interaction is properly done right from the beginning by the time we come to the last phase, the presenter would be able to understand for themselves which content suits their goal. Once this is completed we can use a similar procedure to discuss the visual appeal of the presentation.

It is always helpful to use the power of strong open questions that help oneself reflect to start a meaningful feedback conversation, like: Thinking level: - what (in your personal opinion) went well? -What are some areas you feel you need to improve upon? - what would you like to improve / change next time? - what is one thing you are most proud of right now? - What strengths did you bring to this situation? Feeling level: - how do you feeling right now? - What emotion is showing up strong right now? - What word describes your primary emotion right now? - how does your body feel? Those questions could be good deep conversation starters for a feedback session

Invite employees into a feedback conversation right out of the gate. This technique better engages the individual and they will own the outcomes. Start by asking, "what do you think you did well on that call, during that presentation, etc." Often, they will avoid starting with the positive and go right to the things they feel they did wrong. Be persistent, draw their attention to this behavior and redirect. Next, ask them "what they would have done differently." This wording is important as it focuses on the situation. Lastly, ask them "what would have been an even-better-if". In other words, how could they take what they did to the next level. This approach is very powerful.

Se algo deu errado na apresenta??o, o ideal é incentivar a pessoa a treinar mais sobre o assunto, para evitar erros futuros. Sempre que você se utiliza de feedback do tipo: "foi tudo bem" ou "foi tudo errado", você n?o está dando à pessoa a chance de, se deu certo fazer ainda melhor, e se seu errado ela n?o sabe onde melhorar. Quando deu certo evidencia isso através de a??es de reconhecimento, quando deu errado, elabore um plano de desenvolvimento para a pessoa, pois isso evidenciará que você está reconhecendo que ela tem potencial para se desenvolver.

Encouraging self-reflection and open dialogue is crucial. Framing it as a pathway to learning, understanding, appreciation, and improvement fosters a positive and growth-oriented mindset. It helps individuals perceive feedback not as criticism but as an opportunity to gain insights, deepen understanding, value perspectives, and ultimately enhance their skills and performance. This framing promotes a culture of continuous learning and development.

Wir haben "eine" Er?ffnungsfrage: Bist Du glücklich? Danach entsteht ein spannendes, aufbauendes und begeisterten Dialog - auf M?glichkeiten, St?rken und Potentiale setzten. Probier's Mal aus... - wir freuen uns auf Feedbacks ;-)

Always confirm you have permission to give feedback. Is it appropriate? Is the timing right? Will it land better now or later or never? What does your feedback say about you

Differentiating feedback to a reporting team member and a peer is important. While giving the feedback to a peer highlight the areas that you enjoyed and found to be very insightful. Highlight a point you feel is missing (indirectly) by asking a question during the presentation. For a reporting member, give all areas of improvement before the presentation. And make sure they are implemented. Verify everything in the dry run. Provide the appreciation and areas of improvement after the presentation. Appreciation in public and areas of improvement in person.

Feedback should be constructive and clear. Something the person can use to improve the presentation or presentation method. Some guidelines are: 1. Provide feedback when the person is alone. 2. Begin with positive aspects of the presentation. 3. Make it clear, before providing feedback that your contribution/ feedback/tips are intended to assist the person and not a crticism. 4. Focus the feedback on the presentation, not on the person. 5. Provide actionable feedback that helps improve the presentation.

I think showing vulnerability to your staff is an important part of authentic feedback. When it comes to leadership, there is a balance between being human and holding others accountable. To create a culture where feedback is normal and welcomes, it starts with the leaders showing they are human as well.

The most important thing is to have a clear framework for success in place before the presentation is delivered. Establish exactly what a successful presentation would look like with focus on areas such as: delivery, content, structure and engagement. Then use this framework to provide feedback. Always start by asking for self-appraisal - often the presenter will know what went well and what didn't. This can then be used to build on areas for development. Feedback must be honest but also constructive - rather than simply point out mistakes, suggest ideas for improvements. Rather than "You didn't do *this*" say "Have you thought about trying *this*". The end of the feedback should be with action points - elicited rather than dictated.