Here's how you can deliver honest and respectful feedback.

???????? ???????????? ????????????????, ?????????? ?????????? ???????????????? ???????? ?????? ???????? ???? ?????????????????? ???? ??????????????????????????????????. ??????????????, ???? ?????????? ?????? ???????????????? ?????????? ???????? ?????????????? ???? ?????????????????? ???????? ??????????????????????. ?????? ???????????????? ???????????????? ???? ???????????????????? ???????? ???????????? ???? ?????? ?????????????????? ?????? ???????????????????? ?????????????? ???????? ???????? ?????? ???????? ???? ?????????? ???????? ???????? ??????????.

Assuming that the intention is to create value for the person, then in my view we need to focus on behavior, not personality i.e. critique actions and behaviors, not the person's character. To make the feedback effective it has to be done one-on-one. So find a private setting where you can talk without interruptions. Start with a positive comment, provide constructive feedback, and end with another positive comment. Avoid ambiguity. Be straightforward and to the point to prevent misunderstandings. Use a calm and non-confrontational tone, and be supportive and encouraging. Feedback is a 2 way process, invite a response by encouraging the person to share his/her thoughts. Discuss ways to the issue and set specific goals with an action plan.

It's crucial to understand and decide what should be the result of the outcome. Your intention, goal and tone should be decided prior. You have made it clear that it is for the growth of the team, the employee, the company nad the success of the project.

Delivering honest and respectful feedback is crucial for fostering growth and trust. Here's a simple method I teach all my clients: Situation: Clearly describe the context. "During our team meeting today," Behavior: State the specific behavior observed. "I noticed you interrupted your colleague multiple times." Impact: Explain the effect of this behavior. "This hindered the flow of ideas and affected team morale." Action: Suggest a way to improve or reinforce. "Going forward, please allow others to finish speaking." Request: Ask for a commitment. "Will you commit to this approach in our next meeting?" This method ensures clear, actionable, and respectful feedback, promoting positive change.

Take a step back and ask yourself what is the outcome you want out of this. What do you want for you and the other person? This helps stop this spiral that we often start going on when emotions get in the way. Bring it back to what you are trying to achieve and what is the right thing to do for each of you, the business, the people and/or customers.

Timing is key not just for you, but also for the other person. Emotions can often push us to want to have the conversation immediately and impulsively. It's important to pause, reflect, and then choose the right timing. Don't hesitate to share your intention of wanting to discuss a specific topic and ask what time and place would work best for the other person. Give them time and be comfortable asking questions like: Is this a good time for us to have this talk? When would it work best for you? Starting with transparency and honest intent will always work in your favor.

The timing and place are crucial to be decided when giving feedback especially when it is a negative one. When criticising an employee's performance, doing it in private will help them analyse their performance carefully and make changes. It will also increase the respect towards you.

When giving feedback, be cognizant of outside factors. What is overall attitude of the team or office today? Do you remember this team member say they had current a stressor outside of work today? If you are trying to give critical feedback to someone and they are already stressed or down in the dumps, they are much les likely to receive that feedback well. I've found that when a team member is feeling neutral or positive, immediate feedback in a private setting is ideal. That allows them time to absorb the feedback you are delivering and assume positive intent from your end.

Timing is crucial when giving feedback. Choose a moment when both you and the recipient are calm and not distracted by other tasks. Providing feedback during a stressful situation or in the heat of the moment can lead to defensiveness and conflict. Scheduling a specific time for the conversation can ensure that both parties are prepared and focused, leading to a more effective and meaningful exchange. Respect the recipient’s readiness to receive feedback, ensuring that it is given at an appropriate and considerate time.

Clear is kind so don't beat around the bush, use filler words, or make vague statements. Instead, state what you have observed, the current impact it is having and the desired impact going forward. Be sure to agree on the next steps, resources, and/or support before wrapping up so there is a forward direction. Lastly, avoid criticizing the individual, keeping your focus on the work itself.

The feedback should be on topic. You shouldn't criticise or give feedback on the employee's matters. It should be about the project, work and performance. When giving feedback, you have to make sure not to drive out of the topic.

Effective feedback hinges on specificity, crucial for guiding individuals towards improvement. When leaders cite precise instances and behaviors, they provide actionable insights that clarify expectations and facilitate meaningful development. Kim Scott Radical Candor's framework emphasizes this approach by encouraging leaders to highlight both successes and areas for improvement through concrete examples. This method not only helps recipients understand how their actions impact outcomes but also fosters a culture of continuous growth and accountability within teams. By consistently offering feedback, leaders cultivate an environment where individuals can learn from experience and strive towards higher standards of performance.

When it comes to feedback, you have to be honest and give them in a way that motivates them to grow. The results of the feedback should always be improvement, not the employee resenting you or leaving the job. Always finish with a positive note and assure them that you are here to help them improve.

Delivering honest and respectful feedback is a balancing act that needs care and understanding. Focus on specific actions and their effects, not personal traits. Use "I" statements to share your view without blaming. Mix negative feedback with positive comments to show you see their strengths too. Be constructive and give tips for improvement, making sure it's a two-way conversation. This way, your feedback stays respectful and helpful.

Before giving feedback, you must take some time to understand the reason behind the issue from the point of view of the person. It helps you understand the issue fully and help with proper decision-making. This will make the employee feel heard and they will make sure not to be in the situation again.

As a leader, when you stay curious and enable open dialogue, you embody a learning and development culture that is grounded in partnership, trust and openness. You are also role modeling this behavior as a leader. By inviting your employee to play an active role in the feedback conversation, your employee is more likely to take ownership of the actions for areas of development.

Something that I find helpful is to express your perspective by using "I" statements to express your observations and feelings without sounding accusatory. For example, "I felt concerned when the project was delayed because it impacted our timeline."

I routinely do this with coaching clients and am often surprised by their reaction. To me, it suggests a lack of follow up from their peers, colleagues or managers. A shame, as the reaction is always positive. They feel supported *and* accountable and like I care (I do!).

Ein einzelnes Feedback ist oft nur ein Anstoss. Feedback Loops k?nnen helfen, das Gegenüber besser zu verstehen und noch besser in der Umsetzung zu unterstützten.

Positioning is so important. A boss once told me (after sharing some direct - though fair - feedback with me) : 'Feedback is a gift. Worry when people *don't* give you any as it shows they don't care about your performance any longer' It didn't help me in that moment (!), but they were absolutely right and it has stayed with me ever since.

Kim Scott has given some of the best guidance here in her book Radical Candor. Challenge directly, but care personally. When you care about the other person, you can share your feedback from a nonjudgmental point of view. Great feedback comes with guidance and perspective. Share what you see and what could be better. Then offer support in making it happen.

Honest, respectful feedback? It's like performing surgery - precise, purposeful, and with care. Start with the right setting - private and unrushed. Be clear about your intentions - you're here to help, not criticize. Use specific examples, not generalizations. Focus on behaviors, not personality. I've found the sandwich method effective: start with a positive, address the issue, end with encouragement. Listen actively to their perspective. Together, create an action plan for improvement. Remember, good feedback is a gift. Delivered with respect and genuine care, it can transform performance and strengthen relationships.