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

é preciso ser específico e dar o feedback quanto antes, de modo privado. Falar o que aconteceu, qual foi o impacto, o que era esperado e uma recomenda??o de próximos passos. Entender o lado da pessoa do que motivou aquele comportamento pode ajudar criar empatia na hora.

Coming from the background of a professional athlete, executive coach, and previously a managing director of a family office, I would always start by highlighting a few positive key points. By priming a conversation with positive key points, you are most likely to get better engagement and a more balanced conversation. This also primes the audience to be receptive to criticism. Next, validate the individual's or team's effort and highlight areas of improvement. Instead of just saying what is going poorly, make sure to give feedback on methods for improvement. In addition, ask them for their input on the topic and what they believe can be done differently. Now, when you leave everyone feels respected and listened too.

Quando só focamos nos aspectos negativos, vai se criando uma série de rejei??es prévias do subordinado que o mesmo passa a n?o dar mais tanta importancia ou escutar de verdade o ponto necessário. Os reconhecimento positivos podem ser triangulados com colegas pares, clientes, parceiros e fornecedores, caso o líder n?o esteja tendo contato com aspectos positivos do dia a dia do colaborador.

The worst feedback to give someone is when they're not prepared to receive it. Be mindful of how the message will hit "you" if the tables were turned. Plan a feedback session and structure it 2 ways.

Se dar o feedback apenas a cada 3 ou 6 meses nos ciclos formais de desempenhos, vai acumular uma série de pendências e carregar vieses recentes. O importante é ter uma rotina no mínimo mensal para compartilhar feedbacks e buscar ter conversas de relacionamento ou desenvolvimento.

“Add value “ else u are just wasting time. If u are giving feedback ; u need to realise that it’s just clatter if not adding value. For example ‘your pricing policy is not good’ This does not mean anything. Feedback should be longer , delicately managed, useful, and showcasing the right direction. Feedback should also (ideally) be a pointer in the right direction for guidance or mentoring. For example “look at Samsung pricing policy , especially online and through distributors. “ this is a pointer in the right direction.

Um dos maiores desafios na hora do Feedback é ter contexto e entender que o Feedback n?o é a partir do ponto de vista do mentor, mas sim sob a perspectiva do próprio mentorado! Coloque-se no lugar de quem você deseja dar o Feedback e sobre esse ponto de vista você conseguirá ser bem mais efetivo. é um exercício de empatia muito bacana!

When giving feedback, a common mistake is not recognizing that entrepreneurs often need to be aggressive and confident, making it hard for them to listen. As a VC, it's crucial to be extremely patient. Understand that your perspective might initially clash with their mindset. Effective feedback requires a balance of directness and empathy. Start by acknowledging their strengths and the pressures they face. Then, present your insights in a way that aligns with their goals, not just as criticism. It's about guiding, not dictating. Remember, building trust is key; once they see you as a partner in their journey, they're more likely to be receptive.

While taking feedback, the first thing to look for is to know from whom the feedback is coming. Is the person giving feedback even in a position to do that? Early-stage founders often come across Analysts and Associates from a VC fund tagging themselves as mentors. When the call ends, they usually give feedback but in most cases, they haven't even gone out in the market to do business. Not all feedback's constructive. While many may not get your vision, its ok to continue as a founder if you trust your gut.