Here's how you can provide impactful feedback to a peer or colleague at the same level.

Providing impactful feedback starts with thorough preparation. At Haus, I ensure my feedback is constructive and actionable by understanding the context and specifics of each situation. I focus on clarity, respect, and support, highlighting areas for improvement while recognizing strengths. This approach fosters a collaborative environment where we can all grow and excel together.

BE Model is a great way to ensure an effective and meaningful feedback. It drives feedback based on highlighting specific behaviour and what effects that has as an outcome. It's always important to prepare before sharing any feedback, knowing and referring particular behaviour brings a meaning, rationale and specific action to refer how that behaviour impacted a particular situation, outcome or emotions. Connecting Behaviour and effect definitely brings a meaningful impact as constructive feedback.

Here is one of the most effective methods to give feedback to colleagues. The "Feedback Sandwich" Method - 1. State a good/ positive thing 2. Insert Feedback in the middle 3. Another positive comment Example: "Hey [Colleague], I really appreciate how thorough your report was; the data you provided was very insightful. One area for improvement might be the formatting of the document; aligning the headers and ensuring consistent font sizes would make it easier to read. Overall, your attention to detail is fantastic and greatly contributes to our team’s success."

To provide impactful feedback to a peer or colleague at the same level, focus on specific observations and behaviors rather than personal traits. Offer constructive criticism with examples and suggest actionable improvements. Ensure the feedback is delivered in a supportive and respectful manner, emphasizing collaboration and mutual growth to foster a positive and productive work environment.

Giving feedback to a peer is tricky stuff, made even more so if it is woman to woman, and more so still if it is younger to older. The biggest question is, why are you the one who needs to give the feedback? If you must be the one, the key is to ASK FIRST (Chap 4 of my book Staff Matters.) Ask: "I feel it is important to share some feedback with you. May I give it to you?" And then stop talking and WAIT for the answer. The person may say "no, how about tomorrow?" and that needs to be ok. The only way for feedback to be successful is if the recipient is mentally ready to hear it. Otherwise, it is wasted breath. Remember, Connection Before Correction. That's good advice with all humans, actually.

I am 100% agreeable with the Crucial Conversations method of "start with heart." Why are you giving feedback? Are you concerned for the actual person? Are you concerned about how they are treating others and want to make them aware?

When giving feedback, focusing on general statements can make it a) difficult to accept, and b) difficult to enact. Specific examples can help, but the focus should be on the underlying behaviour rather than necessarily the specific symptom you are citing as an example. Avoid ‘you’ language and instead focus on a small and discrete set of examples aimed at awareness over something that can feel overly threatening.

Consider what a recording device might pick up. When giving feedback, frame it in terms of concrete, observable phenomena. Avoid second-hand information and avoid laying in judgments to go along with your description. "You were 15 minutes late" is a descriptive, specific statement, "you were late, as always" is less useful and peppered with the type of judgment that will close the other party off from receiving feedback.

1. Focus on Intent: Understanding your own motivations for giving feedback is crucial for peers as it ensures your approach is helpful. 2. Empathy for Needs: Considering your colleague's needs allows you to tailor your feedback to their specific situation. 3. Focus on Behavior: Framing feedback around actions encourages your colleague to learn and improve, rather than feeling personally attacked.

Mindset: There’s a significant difference between entering the conversation thinking it’s a one-way street vs two-way street. Making it a two-way street means that both parities create space to share their feedback and ask questions to understand how to work more effectively together. Curiosity: Prior to giving feedback, it’s worth identifying the assumptions you may be making about the other person. If they keep missing deliverables which in turn has an impact on your work, for instance, it may be tempting to approach it with negative judgments (e.g., they are unprofessional). Nevertheless, it really opens up a space for collaborative and authentic dialogue if you can first focus on being curious and asking open ended questions.

Providing impactful feedback to a peer or colleague at the same level involves being clear, respectful, and constructive. Here's how: Use a Positive Tone Start with positive observations before addressing areas for improvement. This approach helps in making the feedback more palatable and balanced. Be Constructive and Supportive Frame your feedback in a way that is aimed at helping your colleague improve. Offer actionable suggestions and express your willingness to support them in their development. Encourage Dialogue Invite your colleague to share their perspective and engage in a two-way conversation. This openness fosters mutual respect and collaborative problem-solving.

This could work when you are a leader, but trying to offer help/support as a colleague is tricky, because you need to do it carefully and structure the communication carefully, so it does not come across as condescending or that you are somehow 'better' than them etc. 1. Be Genuine: Ensure your support and positive comments are sincere. 2. Be Specific: Mention specific strengths and accomplishments. 3. Be Encouraging: Highlight your belief in their potential and future success. 4. Be Collaborative: Emphasize teamwork and your willingness to help. Example: "If you need any help with this new approach, feel free to reach out. I'm happy to collaborate on this" "If you're interested, I can share some resources that I found helpful"

Giving feedback is good; offering support makes it even better. Your colleague might benefit from your knowledge, experience and guidance. For instance, you could help your colleague develop a Personal Improvement Plan or learn more about emotional intelligence. This enhances trust and mutual respect.

Close the Loop: Power of Follow-Up Great feedback session? Don't stop there! Here's how to follow up effectively: Show You Care: Check-in with your colleague to discuss progress and address concerns. Maintain Momentum: Regular follow-ups keep improvement on track. Value Their Efforts: Your continued support demonstrates commitment to their growth. Follow-up seals the deal. It shows you're invested in their success, leading to a positive and productive working relationship.

First, determine if they want feedback. Do this by asking clarifying questions such as "This seems challenging. Do you have thoughts on how you want to proceed?" The other thing to consider is normalizing their position, feelings, or behavior, even if you disagree. Actively listen to what they want rather than what is not working. Listen to their frustrations, and this will tell you what they want. Provide feedback by specifically highlighting their desires; check in with them to see if you are accurate, and then ask permission to give suggestions so they can get the desired outcome.

Before giving feedback, it's important to establish a relationship based on mutual trust, transparency, and support. If you need to provide feedback to a colleague with whom you haven't previously interacted, focus on building transparency, trust, and support by offering specific insights based on data, addressing the problem rather than the person, and offering your support in any way you can.

The steps of this article outline an extremely formal approach to a peer conversation. While in some cases, this may be warranted, I've found that is usually more rare. It is often a good approach to begin softly. Ask them how they think the project is going, what challenges they are seeing, and what they think can be better. It's at this point, they may simply ask for your feedback as part of the conversation. You could also ask their opinion on the feedback you would deliver. "That's a tough blocker. What do you think about proceeding in this way?" Providing your feedback in a conversational manner can play a dual role in building the relationship while also giving the opportunity for you to share your input.

Feedback should be constructive, always focussed on the work improvement. Story sharing or starting with a positive feedback would be more effective. Feedback sharing should be timed to have no rushup, and mindfulness on both sides. Consideration should be in place and the feedback giver should be able to normalize the feelings or behaviors of the receiver even during disagreements. Complete understanding on the needs and situation of the member prior to feedback provisioning helps. An unbiased, correct constructive feedback will be valued and always drove pathway for success of the team and leader.