What are the most common mistakes people make when giving feedback?

One common mistake when giving feedback is being too vague or general. Instead of providing specific examples or details, some individuals might offer broad statements that lack clarity. Clear and specific feedback helps the recipient understand exactly what behavior or performance is being addressed, making it more actionable for improvement.

Before you offer criticism to another person, make sure that you can look yourself in the mirror and say that you practice what you preach. Nobody listens to a hypocrite. I often tell a personal story of self development and start with; " I have this problem myself and here is what I am doing to correct it". When you start off by recognizing this is a coaching moment and not about personal chastisement, the guidance you are about to give them comes across with far more impact. Put yourself in their shoes and think about how you want to be treated and you will typically come across far more professionally vs pugnacious.

Feedback is a critical tool for growth and progress. Sharing feedback that is specific ensures clarity and understanding. So what makes feedback specific. An acronym EFI - ensures feedback is explained and articulated well. E - express situation details F - share how it feels. I - what impact does that have E.g. E- your comments shared during the meeting were insightful highlighting the power of collaboration. F- made me feel that team work and leadership qualities stand out in your interactions. I - this builds the organisations and teams confidence in your abilities.

Feedback should be a regular cadence for any leader and it should not only negative feedback . I normally use 1:1 cadence for sharing feedback with my team on a periodical basis . I start feedback with positive one and never used the word " Negative " rather use as areas of improvement . As a manager it also important to work with team member on his/her areas of improvement to be part of the process .

El primer error: dar la opinión si no te la piden específicamente. El segundo error: dar la opinión sin saber específicamente qué preguntan. El tercer error: opinar y no acertar con la aportación específica que esperan de nosotros. El cuarto error: si no sabemos específicamente dar una respuesta, hacer perder el tiempo. Mejor, pedir tiempo para pensar y reconocer que no sabemos opinar específicamente de esa cuestión.

I completely agree with this. Feedback should always be given as we say in Perú, “en caliente”. This helps to be specific, our counterpart will have her actions fresh in her head. Be aware that giving feedback right after an action is no excuse to give it in a wrong way. If you have to wait for a meeting to end, then do it that way. If the meeting is a safe space and you can do it there, even better. But one has to be empathetic always. Other important thing: if you give feedback quickly you can offer more detail and remember clearly how the action you want to help improve made you feel.

I concur, acknowledging the significance of timing. Nevertheless, delivering constructive feedback demands diligence. I maintain the belief that offering feedback, even when delayed, holds value for personal and professional development. My approach involves maintaining a constructive focus, being concise, and emphasizing the positive aspects rather than fixating on timing.

I agree - the information must be provided in a timely manner. Information provided after time may not only be out of date, but also mislead the recipient and cause wrong decisions and actions to be taken.

El feedback oportuno es lo que realmente permite mejorar, por ello los jefes que esperan el “momento” que oficialmente marca la organización para el proceso de feedback no consiguen aportar positivamente en la performance de su equipo / persona a cargo. Si entregaste un trabajo , esperas saber qué estuvo bien hecho,? el producto entregado era lo esperado? etc. pero también necesitas saber si algo no estuvo bien hecho y cómo hacerlo mejor en el futuro. La oportunidad de la retroalimentación desde la honestidad y el respeto permite afianzar la confianza entre jefe y colaborador siempre que se hable claro y en el momento preciso.

Delayed feedback is a missed opportunity frozen in time. Timely feedback, however, is a catalyst for instant growth. It transforms fleeting moments into pivotal learning experiences, turning today's missteps into tomorrow's triumphs. By seizing the golden window of relevance, leaders don't just correct—they sculpt behavior in real-time. In the rhythm of timely feedback, every interaction becomes a beat in the symphony of continuous improvement, harmonizing present actions with future success.

It seems abusive or damaging to people's self-esteem to offer them stern, realistic criticism. In fact, this indulgence and fear of hurting other people's feelings is far more abusive in the long term.

Excessively negative feedback can be disheartening and counterproductive, potentially leading to defensiveness or disengagement. On the other hand, overly positive feedback, while encouraging, might overlook crucial areas for growth, leading to complacency. Effective feedback recognizes and appreciates strengths while also constructively addressing areas for improvement. This balanced approach not only motivates but also guides the receiver towards personal and professional development. It’s about fostering a growth mindset, where both achievements and potential improvements are acknowledged as part of the journey towards excellence.

Unbalanced feedback is like a scale tipped to extremes - it distorts reality. Balanced feedback, however, is the perfect equilibrium of growth. It blends praise and critique into a potent elixir of improvement, nurturing confidence while spurring ambition. By painting a complete picture, leaders don't just evaluate - they cultivate whole individuals. In this delicate balance, every piece of feedback becomes a brushstroke in a masterpiece of personal development, where strengths shine and weaknesses transform into untapped potential.

I agree with this point of view. A good leader doesn’t have to give the right answers, the main roll is to support personal growth by asking the right questions at the right time, realizing that behind each surface there is an individual personality.

Feedback, whether positive or negative should be couched in a teachable opportunity as to the next steps in their development from improving technical or engagement skills to talent development to get to the next stage in their career.

To hear our team member first, makes them comfortable and adaptive to hear us. Also a feel that the conversation is aimed for their betterment and not to critically evaluate them make a difference.

People are everything, and as a consequence empathy isn’t just some soft skill that a person may possess; it is, arguably, the most critical characteristic for a business professional to possess.

Feedback must be timely and it is critical to ask if someone would like some feedback. This enables them to take it to heart and be prepared. Sometime it just isn’t the right time.

Feedback is an important change agent! While giving feedback it is important to consider a few things: 1. Feedback should be regular and timed appropriately be it good or bad. Feedback shouldn't be about digging up long-lost issues 2. Feedback should be as direct and specific as possible to allow the recipient to act on it. 3. Feedback shouldn't be coloured by temporary emotions focussing on just the bad and extrapolating or overemphasising it, which usually happens. 4. Feedback should be aimed at uncovering weaknesses/lapses and giving the other recipient a chance to work on them 5. Feedback has to be balanced to help the recipient understand that not all is bad

It's not necessary to be friends at work, but to be partners is. We have to build trust by understanding first, we are human beings. We are different. One person, one feedback. We can say the same thing to someone and to someone else by using different words, because of their feelings or attitude.

Inconsistent feedback is a compass that points in all directions, leaving people lost in a sea of uncertainty. True guidance comes from steady, reliable input. When our feedback aligns with clear standards and remains constant, we don't just correct course - we chart a path to excellence and build unwavering trust.

Consistency is really important; in the context of an individual eg if feedback is inconsistent then it both dilutes and confuses the importance of the message.

I had a valuable learning experience from my co-founder, Meysam, who introduced the practice of organizing regular interval feedback meetings with our team. These sessions serve as a platform for reviewing our goals and expectations, evaluating our alignment with these objectives, and fostering face-to-face discussions. The outcomes of these meetings have proven to be exceptionally useful in refining our strategies and enhancing team collaboration.

Feedback should be timely however when a team member isn’t doing too well; empathy takes priority over performance evaluation. Ask the team member to repeat what went wrong and how they anticipate it changing based on role playing. This will help them understand how they can avoid a negative interaction or result altogether. The key is to make sure you are empathetic to their mental state especially when they are most vulnerable since that is an invaluable teaching moment.

Para ser coherente lo primero que hay que entender es el para qué del feedback. Qué se busca dando el feedback. Si tan solo es una fase obligada en una empresa, periódica e impersonal, será muy difícil ser coherente. Si ese feedback parte de una preocupación honesta por ayudar a la persona en su progreso, en una mejora como persona y profesional, se realizará de una manera coherente, igualitaria, dialogante y que parte de una preocupación común. En esos casos es muy probable que se cree un ambiente de confianza, de diálogo y de equidad donde ambas partes puedan sacar el máximo beneficio.

When feedback lacks suggested solutions, it becomes a critique without a roadmap for improvement, leaving individuals feeling overwhelmed and uncertain. Offering constructive solutions empowers recipients, providing clear guidance and fostering a proactive approach to addressing identified issues.

Giving feedback is like storytelling. We cannot start with the climax or end first. We need to build the momentum with trust and relationship. Employees are prone to listen if they know we are sincere to them.

It's important to recognize when to give feedback and when to simply listen. All too often people assume that because someone is expressing an idea or an opinion, the listener needs to provide some insight. Alternatively, time is an incredibly valuable resource, don't waste your time providing guidance to people that never act on your advice. They are what we call in the trades, "ask-holes".

Giving feedback is very important, and the position of the person you are giving it to should not matter, as long as it is constructive. Training your team in how to give feedback is just as important as teaching them how to receive it. Always ask the person you are going to give constructive feedback to, if they would like some feedback. If they say ‘no’, don’t force it and move on. If they say ‘yes’, and they have been trained how to receive feedback, then this can be a really good interaction that can build relationships and trust within the team.

From a foresight principles perspective, common mistakes in giving feedback include neglecting to consider long-term consequences, focusing solely on the present, overlooking potential systemic issues, and failing to provide constructive solutions for future improvement.