How can you give constructive criticism to your mentee without demotivating them?

Being prepared is important. I think it is important to sit on feedback a little bit and make sure it is not emotional. Also, be clear that the feedback is about them, and doesn't not come from something about you. Understand why you are giving the feedback. Is it really to help your mentee, or is it to make you look knowledgable?

There are two foundational components in many conversations in our LIFE. 1. You are a Human Being, and the person receiving your feedback is a Human Being, not a machine. Don't provide feedback when you are hijacked by negative emotions. Consider what would help you be mentally reset. Be invitational and have the person accept the conversation for a specific location and time. 2. Be clear about your inner compass. Regardless of preparation and techniques, the dialogue can become really tough. What will guide you? Pause to inquire with yourself: At the end of your life, looking back at this situation, what is the most important here? What is not important? These answers is your compass to guide you during tough moments no matter what.

- Start with acknowledging a their achievements and strengths. It will certainly help create a positive atmosphere for them to welcome feedbacks - Avoid personal critique and be specific about the areas of improvement (Pro tip: Mention that you were there too) - Constantly remind them of the challenges that you faced in your professional journey ??Remember, it’s not about pointing out flaws; it’s about crafting their journey

1) Come prepared(Data & facts) 2) Create the right environment (the space & place) 3) Greet & warmup (so all that gets discussed gets best attention) 4) Encourage discussion (it improves ROI) 5) Make note of the action points, takeaways, agreement & disagreement. 6) Document and try mark the next date of discussion(if possible) 7) Have a cup of tea as colleagues & equals

additionally, you -as a mentor- MUST get trained on how to give feedback. Its not something easy and one size fits all. The art of giving constructive feedback is something valuable because if its done in a wrong way, it will destroy the mentee trust, motivation, learning and /or his development journey with you.

Ground rules are very important. Make sure the mentee knows that they will be getting feedback. Also, make sure feedback is not always negative. Positive feedback is also valuable.

To me, asking permission is the most important step of all. I also like to tie it to their own goals/agenda wherever possible. "I'm noticing something that might be getting in the way of your goal of ___; would you be open to me sharing that?"

prepare the mentee to receive the communication. explain to mentee that the feedback is required to be given and without feedback, it is no fun giving the coaching. It is like this. you are preparing a dish for the first time, and your instructor tastes the preparation and tells you the short comings and how to improve upon. else, the mentee is going to repeat the same mistake. hence the mentee should be in s frame of mind to listen.

I have found making this a collaborative process makes the mentorship more aligned and impactful. Taking time to understand what the mentee is seeking gives the mentor topics to align importance to. For example, if the mentee is seeking to learn about influence, showing them how your feedback ties to influence immediately aligns to their needs. As a mentor, it is also important to introduce ideas and skills that you know from experience is important. Again, why it is important is part of the preparation. Trust develops over time by consistently holding space, encouraging practice, aligning to mutual objectives, and providing useful insight. Part of a great mentorship is showing the mentee how to take feedback with gratitude.

In my experience, making sure the other person is willing to hear you is crucial. This is about respecting their choice and consent: Do they really want your perspective? Are they really open right now? It can be as simple as asking: "I have a few thoughts on some of the things I've been noticing... would you be open to hearing them?" Set a time and place that works for both of you. If the feedback is serious or likely to lead to a reaction, you may give them a little heads up about what is coming - but not so long before that it gives them time to overthink the situation!

Se dice que lo correcto es hablar sobre la acción/conducta que se desea modificar, la crítica va hacia ello, nunca hacia la persona. Y poniendo mucho énfasis en que mejorar ayuda a la empresa que es la fuente de trabajo de todo el equipo, y por ello cuando mejoramos entonces estamos cuidando a todos nuestros compa?eros.

Being specific is important. General feedback does not really help. Use clear examples. Don't be judgemental. Always tell them why the feedback is important and how it can help them grow.

When giving feedback to people, I do my best to take all the emotion out of it by using the SBI method: Situation - What was the circumstances Behavior - What was done Impact - how the behavior impacted others This allows the person to decide if they want to modify their behavior to change the impact they have on others or not. It does not put the person down or tell them they are a bad person, but makes it very specific and objective.

1. Ser directo, sin rodeos. Tu tiempo y su tiempo son importantes. 2. Una mano castiga, la otra ayuda. Procura siempre dar las recomendaciones o sugerencias de mejora después de emitir la NO-CONFORMIDAD. Expresa claramente QUE es lo que esperas, CUANDO y si la confidencialidad lo permite explica la importancia de la tarea asignada. La triple W: *what when why*. 3. Evita el Micromanagement. Que te propongan el COMO hacer la tarea, establece parámetros (presupuesto, bases de compartimentación o need-to-know, etc...) y da libertad creativa. 4. Críticas siempre en privado, felicitaciones mejor en público. Salvo que la intención sea remarcar una reincidencia o establecer un ejemplo, evitar hacer críticas en público. Construir, no destruir.

focus on the objective evidence that you have about the mentee. your feedback should be pointed, and not a general one. you are not to accuse the mentee. the feedback should sound constructive, and mentee should feel that the feedback is for his own good.

In my opinion if your feedback or observation is not balanced and positive then you defeat the process before you start. You must remain objective and reassuring by highlighted the weakness overshadow the strengths and result in miscommunication that could be avoided. this approach merges effort with mistakes in a wholesome way that should propel the mentee to look inward and be motivated to exert his/ her best efforts to dig deeper to become his/ her best self.

I think our words can create or mar someone, especially if we see by them in a "superior" role. Feedback to be effective has to be constructive and this means looking at all aspects. I personally think the sandwich approach works better on sensitive issues. For growth based feedback 'Situation, Behaviour, Impact, Alternative behaviour' is not only a balanced approach, it also gives directions for required changes that can support them to go from Good to Great. Carefully, thought through sentences are important to convey the right intent so that the listener/mentee internalises it positively and is then motivated to work upon them.

In my experience for every weakness pointed out give a countering strength the person has. The balancing act that will help them amplify their core competencies. For instance you may say. "I have observed that you sometimes tend to get bored and lose interest in repetitive tasks. I however see self drive and intuitive initiative in you. You can use those amazing qualities to overcome boredome by seeing the fun in every assignment." The weakness is pointed out but the person will always remember the strengths. Use inspiring and empowering words. They elevate.

Nonviolent Communication (NVC) is based on the idea that everything we say, or do, or think, or feel, is an expression of our needs - and that needs are universal and human. In layman's terms, it means everyone has a good reason for doing what they're doing, and at the essence of that reason, we can find connection. So: your mentee had good reasons, you have good reason. "Balance" and "positivity" comes from making room for both your needs, or your "good reasons". Make space to understand why they did or said what they did. Soeak not only about the "what", but also the "why" - your personal "why", not a generic "why". Why, at the essence, is it important for you, the mentor, that your mentee hear this feedback?

One of the keys to being balanced and positive when giving feedback is to be clear about why we give it. If we are clear that we are giving feedback for the development of others and not to limit them, our feedback will be positively focused. Every time I give feedback, I think about how this information will help my mentee or my client to grow and open up new possibilities.

If you give feedback, also give specific ways to improve. Address a problem without a solution helps no one. And make the conversation two-way. Ask them if they agree or not, and ask what they think can be done to improve. You may learns something as well in this way.

People often associate feedback with criticism. When giving feedback it's important to create a safe environment so that the feedback can be well received. The way to do that is by first highlighting the good parts instead of diving straight into what's not working. After appreciating what's genuinely good, then one can talk about the things that need improvement. Feedback needs to be specific to the task or behaviour and not personal. It should also involve specifics about how something needs to be done differently so that the receiver has some action points to consider.

When we share feedback with people without any concrete suggestions and next steps, it can be damaging and leave them with a sense of confusion, disconnection, and a loss of trust. Adding a concrete next step can be helpful, and getting "S.M.A.R.T." about it even more helpful! At the same time, remember, that in a relationship where power is imbalanced, it's important to create extra space for your mentee to bring their ideas. So your concrete next step can also be something like "brainstorming together", or "hearing their ideas", instead of your own suggestions. As a mentor, you may need to make extra effort to support your mentee to think, speak up, get creative, and take ownership of their own learning journey!

This certainly is the end product of constructive criticism, empowerment and transformation. Support is felt not spoken. Give your mentee actionable strategies and steps and the right direction and guidance to successfully navigate and overcome personal challenges promote personal accountability and self mastery that provide more lasting results.

Constructive is a key word and outcome! Keep reiterating that this is a learning and development process and this feedback will enable better outcomes and keep on focusing on these outcomes and how this will support these.

Be honest, but not brutally honest. It's important to be truthful, but there's a big difference in saying "that was the worst thing you could have done" vs. "that wasn't a great choice; let's talk about how you could improve next time you face a similar situation." As much as we may want to, we can't change the past. Choose words that are action-oriented (e.g. improve vs. improvement) and forward-looking (e.g. next time, in the future, etc.). This will make the other person feel empowered to change. Also, try to use an empathetic tone. No one is perfect, and the other person will be more apt to take what you're saying to heart if your feedback comes from a perspective of wanting to help vs. admonish.

It is so important to do the following while giving constructive feedback ~ ?Focus on strengths first. ?Use specific examples. ? Avoid personal attacks.

Delivering constructive criticism is akin to sculpting—it's about chiseling away the unnecessary while preserving the masterpiece within. Approach feedback as a collaborative dialogue, not a one-sided lecture. Start by acknowledging strengths, then gently guide towards improvement areas. Use language that fosters growth rather than demotivation. Remember, feedback isn't about fault-finding; it's about nurturing potential. In the art of constructive criticism, you're not pointing out flaws but shaping a more refined and resilient mentee. Ultimately, the goal is not just improvement but the evolution of a mentee into their most empowered and accomplished self.

I approach constructive feedback with a focus on fostering growth. Thought-provoking questions encourages self-reflection and allows individuals to proactively pinpoint areas for improvement. Commencing the session by acknowledging strengths creates a supportive environment and enhances receptivity. Framing feedback as a growth opportunity shows confidence in their ability to learn from challenges, turning criticism into positive growth. The "sandwich" technique balances criticism within positive performance and offers solutions, empowering growth and connecting feedback to broader aspirations for holistic development.

Thoughtful constructive feedback is vital for mentorship. Begin with positive aspects to create a supportive context. Be specific about behaviors, offering examples for clarity. Frame feedback as opportunities for growth, emphasizing development rather than shortcomings. Use language that promotes self-reflection, encouraging mentees to assess their own performance. Ensure a two-way dialogue, inviting mentees to share their perspectives. Provide actionable suggestions for improvement and offer ongoing support. This approach fosters a culture of continuous learning, empowering mentees to evolve without demotivating them.