Here's how you can navigate the potential pitfalls of giving feedback to colleagues.

Always check in with yourself before you decide whether to give feedback. BOOST is a useful model to keep in mind. B: Is it balanced? If the phrase 'you always' or 'you never' is coming to mind then it's not feedback, it's a rant. O: Can you 'own' it (I have seen, I have experienced) or are you just being asked to be the messenger (say no!). O: Are you being objective? Are you focusing on examples, situations, behaviours, and avoiding making assumptions, judgements, or inferring values on what you've seen? S: Can you give specific examples? If not, it's not feedback yet. Keep thinking. T: Is it timely? Do you have the time to properly discuss it with them and not swoop in, drop it on them, and dash off to the next thing?

Giving Feedback works only when the "receiver" is ready to embrace it. Else it would lead to chaos of words and emotions. Ask the person if he/ she is OK to take one. Be Respectful, Concise and Evidence based.

The markers of Feedback well shared are: 1. Mutual Convergence on feedback understanding 2. Trust level post feedback sharing Preparation towards such a conversation beforehand helps in building culture at the workplace.

De mon point de vue il faut : - Rester proche du terrain - Apporter des solutions après analyse et recul sur la situation tout en étant réactif pour transmettre -Ne pas macher le travail mais oser impliquer les équipes De plus le résultat sera différent d’un collaborateur à un autre car la gestion humaine a ses spécificités donc je dirais qu’il faut adapter le discours à son public . #partagedexperience

Uma coisa que acho útil é tomar nota dos acontecimentos principais, em meu Diário, assim quando for aplicar um feedback, aplicando CNV foco nos fatos e construímos juntos alternativas para resolver o problema.

Follow the SBI model. It helps. S- Situation B- Behaviour I- Impact Keep it simple and "sugar free". Explore how actions would change for future instances.

The worst thing you can do is to give someone indirect or vague feedback. If you are sharing feedback, you have a responsibility to share it well so that it: 1. Lands well and constructively 2. Helps the other person adjust or course correct Whenever you share feedback, ensure that you: 1. Share the event/ example 2. Talk about what happened/ outcomes and what could have been a better approach 3. Share guidance for future Let’s share constructive feedback and make each other better!

In my opinion and experience the feedback framework from Manager Tools is simple and effective. "Being specific" is key to the framework - focusing on observed behaviors and impacts rather than interpreting "intent" or "motivation". The observation part of the feedback statement starts with "When you..." and the impacts starts with "Here’s the result..." (or similar phrases from each). Here's an example: "When you arrive 5 minutes or more late to meetings the result is that we have to revisit points and often don't get to cover all the planned topics." That's powerful. There's no judgement - just facts. You can proceed with exploring solutions rather than arguing about perspective or misunderstanding.

Toujours parler de sa source, illustrer par l’exemple me para?t primordial et pourquoi pas faire intervenir un expert de l’extérieur pour impliquer en interne .

Highlight what they've done well before you highlight what they could improve on. Finish up by highlighting their hard work, determination and improvements so far. Make sure to be empathetic and honest when delivering feedback.

Remember that you're giving a colleague feedback because you 1) CARE and 2) WANT to help them become a better version of themselves. Everyone (even those who are awfully unpleasant) have some redeeming qualities and skills. Embrace the positive aspects about what they are doing to encourage them to do more of that, with a constructive way to also work on the opportunity.

Balancing critique with positivity doesn't mean using the feedback sandwich approach - when we deliver criticism and then immediately follow it with a positive we can unintentionally do several unhelpful things. Dilute the impact of the critical feedback by immediately focusing the individual on another topic. Shut down the conversation by moving on before they have a chance to question or explore the critical feedback (and we usually do it because we're afraid of silence, which means we don't allow space for exploration and deeper understanding). Take up the individual's processing space by filling it with our own words - if you're hearing something for the first time it's reasonable to want to consider it thoroughly before responding.

Use the Sandwich Approach (Positive - Negative - Positive): Pitfall: Jumping straight to criticism without acknowledging strengths. Improvement: You did a great job with the client presentation. However, I think we can work on refining the delivery to make it even more impactful. Your insights are valuable to the team.

être authentique et sincère pour former une équipe vers la réussite partager les difficultés objectivement pour se challenger ensemble ????

Giving feedback is a cornerstone of professional development and a two-way street. Here's why active listening is crucial: Uncover the "Why": Understanding your colleague's perspective is key to providing actionable feedback. Tailor Your Approach: One-size-fits-all feedback rarely works. By listening actively, you can tailor your feedback to their specific needs and learning style. Gauge Understanding: Feedback is a conversation, not a monologue. Active listening allows you to assess if your message is being received clearly. Encourage questions and clarifications to ensure the feedback lands effectively. By prioritizing active listening, you can unlock better outcomes for both yourself and your colleagues.

An engaging conversation + feedback always has elements of Active Listening and Positive Framing. Explore the emotions around the situation to understand the real cause of action or inaction.

La posibilidad de establecer un canal de escucha antes de comenzar con las devoluciones también permite que el colaborador se sienta "visto y considerado". Luego de enunciar nuestras observaciones se abre nuevamente este canal, pero el que ha recibido el feedback ya estará sesgado por lo que hemos dicho anteriormente. Por eso habilitar el canal previo nos permite un espacio de comunicación más sincero y cercano.

Your opinion is just that - YOUR OPINION. It's based on your perspective, and others are entitled to their opinions based on their perspectives. Just as you want to be heard in a conversation, ensure you allow that same opportunity to others. Acknowledge what it is they are saying to you so they feel heard. Doesn't mean you have to agree, but it's a form of respect.

Savoir s’intéresser aux membres de son équipe et à son environnement proche pour mieux comprendre ses actions ses attentes et surtout ses difficultés.

être présent comme une personne sur qui on peut s’appuyer sans pour autant tomber dans un management maternel, pas simple mais ?a s’apprend.. sur le terrain . Tester et de nouveau s’adapter pour faire grandir les uns les autres et soit même

It is so important to emphasize proactive support alongside constructive feedback. It highlights the significance of not just pointing out areas for improvement, but also offering tangible resources and guidance to facilitate growth. By showing investment in your colleague's development through follow-up meetings, learning materials, or mentorship connections, you demonstrate a commitment to their success and encourage a motivated response to feedback. This approach fosters a collaborative and supportive environment conducive to continuous improvement.

If you're giving feedback to a peer and you have a strong relationship, they will likely come back and revisit this with you. I wouldn't schedule a follow up with a peer - you're not their manager. However, with direct reports, follow up that includes discussing where they have grown, demonstrated success, and offering further encouragement will help them on the journey. They will feel that you are invested in their development... because you are.

Before giving the most eloquent of feedback, check they are prepared to receive it "I hope you mind me giving you some feedback" isn't seeking permission!

Try to focus on what you observe rather than on the person. Even a small shift in wording can make a big difference. For example, rather than, "You aren't prepared," you could say, "I noticed that you didn't bring your background materials and weren't able to address two of the client's questions." Even when the words are carefully considered, feedback can feel deeply personal and as humans it's natural to feel vulnerable or defensive when on the receiving end. Remember your colleague is human and try to give them grace to recenter if they stumble.

Navigating the potential pitfalls of giving feedback to colleagues involves thoughtful preparation, clear communication, and empathy. Choose an appropriate time and setting, provide specific and constructive feedback, and encourage open dialogue. Focus on solutions, follow up on progress, and be open to receiving feedback yourself. By approaching feedback with sensitivity and a focus on growth, you can foster a positive and productive work environment.

Giving peer feedback tricky? Avoid the landmines: 1?? Focus on Actions: Address what they did & its impact, not personality. 2?? Timing is Key: Choose a calm, private moment, not right after a mistake. 3?? Help, Not Criticism: Offer suggestions for improvement, not judgment. 4?? Be Specific & Actionable: Don't say "do better," provide clear examples & offer solutions. 5?? Welcome Their Input: Feedback is a two-way street. Be open to their perspective. Bonus Tip: Show appreciation! Acknowledge their effort to learn. Navigate feedback with care! #Coaching #Feedback #Peers #Communication

Set clear expectations: Pitfall: Giving feedback without providing guidance on how to improve. Improvement: "Here are some specific steps you can take to address the issues we discussed. Let's set up a follow-up meeting to track progress."