Here's how you can provide feedback to others without common mistakes.

If given the opportunity, ask in advance how people prefer to receive feedback. Some people prefer it over a morning coffee and a walk, while others can be given feedback directly at any time. Knowing a person's preference will help you choose the timing that works best for them.

Existe dois tipos de feedback, aqueles que s?o solicitados e aqueles que s?o necessários. Ambos precisam ser analisados com cuidado ante de ser dado ao colaborador. Quando solicitado, precisa existir uma análise prévia e construtiva sobre, para que os assuntos tenham embasamento sólido, e n?o em uma situa??o específica Quando é necessário, é preciso antes analisar o contexto e o impacto que determinada a??o causou, para ent?o direcionar o colaborador da melhor forma possível a pensar sobre o ocorrido e buscar melhorar com base na experiência adquirida.

Focus on behavior, not personality: Criticize actions, not the person. Be specific: Highlight specific examples instead of vague comments. Offer solutions: Don't just point out problems, suggest ways to improve.

Appreciation should be in public whereas criticism in private. Appreciation is always welcomed however, negative feedback needs more careful tone. Such feedback should be clear, precise and conveyed in a guiding tone with a purpose of elevating other rather than making it a source of disappointment and discouragement.

Main keyword when we talk about feedback: empathy. When providing feedback to others, it's crucial to approach the process with empathy. This means understanding and considering the emotions and perspectives of the person receiving the feedback. Avoid common mistakes such as being overly critical, vague, or personal. Instead, focus on constructive comments that are specific and actionable, which helps to foster a positive and productive environment. Remember, the goal of feedback is not just to point out what went wrong, but to support growth and improvement in a respectful and considerate manner.

As a tech sales mentor, This is something that I have to really hone in on. Its one thing to give feedback, but another to be very specific in said feedback. For example, when telling a mentee that they need to quantify their impact in their resume or asking a behavior question, its important to give them a real life example of how I would answer, how I would quantify, as well as show them. Some people learn by explaining and hearing, and others learn by doing. Its important to give feedback in a way that can be understood despite your learning style.

Illustrer avec précision c'est aussi sortir du cadre, faire un pas de c?té pour favoriser la prise de recul et surtout, ouvrir et permettre de faire émerger des idées. Trouver des analogies dans le sport, la gastronomie, la science, la nature pour identifier d'autres fa?ons de faire.

Start by being specific and focused on behaviors rather than personal traits, which helps the recipient understand exactly what actions need to change. Use "I" statements to express your perspective without sounding accusatory, such as "I noticed that..." instead of "You always...". Ensure that feedback is balanced by highlighting strengths alongside areas for improvement and being timely, offering feedback soon after the event when it is still relevant, and ensuring it is delivered in a private, respectful setting. Encourage a two-way conversation to share their thoughts and feelings, fostering an open and collaborative atmosphere. Lastly, discuss actionable steps for improvement, making the feedback a positive and productive experience.

One of the key points we stress on when training People Managers is to be objective in their feedback, especially if it's regarding behavior. It is more impactful when you provide people with exact examples of what you are referring to. One of the things I appreciated when doing Performance Reviews in Procter & Gamble, was that we had to provide exact examples whenever we mentioned the good and bad things for team members and our managers. It reduces the possibility of people misunderstanding what you are referring to.

Como a bisturi nas m?os de um habilidoso cirurgi?o, que faz o corte preciso para curar a ferida, assim precisa ser o feedback nas m?os de quem o entrega, moldando de forma eficaz um profissional que precisa de direcionamento.

"People often say that motivation doesn't last. Well, neither does bathing – that's why we recommend it daily." -Zig Ziglar Start with Praise: Begin by highlighting something positive to set a constructive tone. Be Specific: Clearly describe the behavior or action, focusing on the issue, not the person. Balance Criticism with Positivity: For every critical point, provide positive reinforcement to maintain morale. Offer Solutions: Suggest ways to improve, showing your support and willingness to help. Encourage Dialogue: Allow the person to respond and discuss the feedback openly. End on a Positive Note: Reinforce your confidence in their abilities and future performance.

The sandwich method is often used to soften negative feedback. To me, feedback should be honest and constructive; it is not worth using the sandwich method just to soften the blow.

I would argue more important than being positive is being *constructive*. Rather than reinforcing performance that you don’t necessarily want to reinforce with blanket abject positivity, be specific and actionable in any feedback. In other words, focus your feedback in ways that assert improvement rather than negate their performance.

The "sandwich" method is very well-known in the sales industry. Only speak to the positive when you have specific actions to support the positive recognition. Otherwise, be gracefully grounded to have a conversation on what needs to done and/or done differently and reiterating they have you/team to support their efforts to make the changes!

Also known as a shit sandwich which can be seen a mile coming. Be honest and consistent in critique, if it's a good job, say so, and same if it's got room for improvement. Address problems timeously and behave in a manner you'd want your team to behave. Trust and transparency go hand in hand.

When providing feedback, it's crucial to listen actively to the person you're speaking with. Give them your full attention, avoid interrupting, and try to understand their perspective. By demonstrating that you value their input and are open to a two-way conversation, you create a more receptive environment for your feedback to be heard and considered.

L'écoute active est l'écoute du coeur. Une véritable posture tournée vers l'autre, vers la recherche de solutions et la convergence des attentes et intérêts.

Giving feedback effectively starts with active listening. Avoid the common mistake of not fully understanding the other person before speaking. Focus entirely on them, understand their message, and respond thoughtfully. This shows respect and ensures your feedback is relevant and empathetic. Another mistake is being too critical. Frame your feedback positively and use "I" statements to avoid sounding accusatory. For instance, say, "I noticed the deadline was tough for you," instead of, "You missed the deadline." This approach keeps the conversation supportive and constructive, making your feedback more helpful and encouraging.

Ouvir ativamente durante o feedback é especialmente importante porque permite que a outra pessoa se sinta valorizada e compreendida. Isso envolve n?o apenas escutar as palavras, mas também estar atento às emo??es subjacentes e aos sinais n?o verbais que podem complementar ou contradizer o que está sendo dito verbalmente.

I find repeating back what was just conveyed to you to ensure you are interpreting the message correctly is a good way to ensure communication between two people is clear.

Providing feedback shouldn't be a one-and-done conversation. Make sure to follow up with the person after your initial discussion to see how they're progressing and offer any additional support they may need. This shows that you're invested in their growth and success, and it helps to reinforce the importance of the feedback you provided.

“Feedback is the breakfast of champions.” -Ken Blanchard Start with Praise: Begin by highlighting something positive to set a constructive tone. Be Specific: Clearly describe the behavior or action, focusing on the issue, not the person. Provide Clear Solutions: Offer concrete suggestions for improvement to show your support. Set a Follow-Up Meeting: Schedule a follow-up discussion to review progress and provide additional guidance. Encourage Continuous Improvement: Reinforce the importance of ongoing development and learning. Acknowledge Progress: Recognize and praise improvements made during the follow-up to motivate further growth.

Following up is a key component both when giving feedback and when you give praise. Remember that appreciating one's work is just as important and providing constructive feedback.

Following up after some time is crucial. This way one can determine whether progress has been made, especially if you are in an industry that driven by statistics and productivity. All parties are successful in the end and it shows collaboration and teamwork. We hear these words commonly but it takes strategy to really build a relationship with your staff. At times, a simple follow up can even show that you care as a leader.

Feedback should not be a one-time event. Schedule follow-up meetings to review progress and provide ongoing support. This shows that you are committed to their development and helps to ensure that the feedback is being implemented effectively.

When giving feedback, it's important to focus not just on what needs to be improved, but also on how the person can grow and develop. Offer specific suggestions for learning opportunities, such as training sessions, mentorship, or stretch assignments. By framing your feedback as a pathway to growth, you encourage the person to embrace challenges and see the potential for positive change.

If we plan for constructive feedback to the person seeking or at the receiving end, will need a plan which will embrace growth, This constructive feedback should cover the strengths and weaknesses of the person, what the person is aspiring to achieve and where he/she needs to focus on, This guidance may not be direct all the time but the feedback can be drafted in a way which can provide hope to the person to gain confidence in the growth path,

Balance positive and constructive feedback: While it is important to address areas needing improvement, don't forget to acknowledge and appreciate the team member's strengths and accomplishments. A balanced approach encourages motivation and growth while maintaining a positive working environment. Use the "sandwich" approach: Begin with positive feedback, then address the areas needing improvement, and end with positive reinforcement or encouragement. This "sandwich" approach helps soften the impact of constructive feedback and makes it more palatable. Giving effective feedback is crucial for fostering growth, improving performance, and promoting positive working relationships.

As a business leader, I believe that feedback is a powerful tool for fostering growth and learning within teams. It's crucial to frame feedback positively, highlighting opportunities for development and future success. When individuals see feedback as a pathway to improvement rather than criticism, they are more likely to embrace challenges and strive for excellence. Encouraging a growth mindset through constructive feedback can drive innovation and continuous improvement, ultimately contributing to the overall success of the team and organization.

Frame feedback in a way that encourages personal and professional development. Highlight opportunities for learning and growth, and offer resources or support to help the individual improve.

One thing I have found helpful is keeping the feedback culture active, ongoing and two-way! Regularly remind yourself to give feedback to others and encourage them to give feedback to you as well. I conduct an annual feedback survey every July, sharing an anonymous link with my peers to promote open and honest feedback. This ensures that feedback isn't just a KPI session. While organisations have long promoted giving feedback, there is still a long way to go. Feedback should be a daily practice, and everyone should be equipped to give and receive feedback and take action on it. Otherwise, the loop remains incomplete.

Feedback is a tool for encouraging growth and learning. To make it effective: Start with Positives: Acknowledge strengths to create a positive atmosphere. Be Specific: Provide clear, actionable examples of areas needing improvement. Emphasize Growth: Highlight potential for future success, using optimistic language. Offer Support: Suggest resources or training to aid improvement. Encourage a Growth Mindset: Help them see feedback as an opportunity for growth, not a setback. By focusing on these aspects, feedback becomes a powerful motivator for continuous improvement.

It is essential to ensure that both parties have the same understanding of the feedback at the end of the conversation: -Misunderstandings can lead to frustration and failure to improve. Ensuring clarity helps prevent misinterpretation. -Both parties need to agree on the actionable steps required to address the feedback. This ensures the recipient knows exactly what is expected of them. -Clear communication strengthens the relationship between the giver and recipient, fostering trust and mutual respect. By ensuring that both parties understand the feedback, you promote effective communication, accountability, and positive change.

People are more complex than our minds can comprehend, and simpler to understand than we can grasp. We all want the same basics (to feel safe, trusted, valued, heard, etc) even if it looks different from person to person. Stress responses work similar in human bodies, whether you're a CEO worried about profits or a cashier worrying about rent. Every person you meet has walked a different path to yours and brings insights you don't have.

Feedback é uma ferramenta que precisa ser muito bem utilizada. Como dizem, a diferen?a entre o veneno e o antídoto é a dose. Precisamos estar abertos e receptivos para ouvir feedbacks e, quando estamos na posi??o de fornecer, devemos ter empatia, entendendo o momento da pessoa. Separar a a??o do indivíduo, lembrar que estamos apoiando a melhora contínua do indivíduo, porém o que buscamos trazer à luz é melhorar algum comportamento, a??o.