When is the best time to give constructive feedback?

Feedback on the go, I have found out, is the best gift a great leader can give to his or her associates. It builds trust, connectedness and empowers the team. Continuous feedback given with empathy builds an atmosphere where associates feel empowered and psychologically safe. And the results will show in levels of engagement and productivity. Trust leads to more trust.

Feedbacks should be given only when people seek your inputs genuinely and are open to accept. Otherwise it is a waste of your cognitive resources. In my personal experience I have seen people giving relevant feedbacks however the receiver post feedback has mocked at the giver.

Being able to give a timely feedback is a gift for both sides. Timely feedback allows for immediate awareness and potential correction of behaviors or performance. This must always be done in a private setting in order to ensures a focused discussion, and make sure to avoid the heat of the moment so you can promote a more constructive dialogue.

Feedback best works when it is provided realtime, so that the significance or the memory of what it is, is not forgone. If a situation also demands that something be amended or addressed immediately, then constructive feedback can be used safely. However, there may be instances in which considerable time needs to pass for everything to settle down, and people/persons are in a better frame of mind, coming to terms with the situation and open to feedback. It is often the timing itself that determines whether feedback is constructive or not! Why, How and When feedback is being given will essentially qualify the feedback as constructive or not.

Feedback is another opportunity to improve or grow depending on the situation at hand. I believe feedback as we work on the task is the most ideal. With this, the individual gets to know what to start, continue or stop. You do not have to wait for appraisals to give feedback. Most importantly, the feedback must be constructive, objective and well communicated. Do not hit a person's ego or talk down on the person while giving feedback.

Assessing the situation is really important. I've found in general that positive feedback can be delivered in real time and not just on completion of a project. Sometimes a well placed comment during a project can give a team member the motivation to keep going at a high standard. Constructive feedback in real time can be viewed as micromanaging and also rob the team member of an opportunity to figure out a solution on their own. If they come to you for help, first support them in resolving the situation and once complete and they've decompressed then it's a good time to discuss alternative approaches to the situation. It's also good to keep performance notes throughout the year for reviews to track the team's growth and evolution.

In my experience, navigating the feedback landscape involves a nuanced understanding of the situational dynamics. Assessing factors such as feedback type, purpose, context, and frequency is paramount. Whether it's a specific project milestone or a broader performance review, aligning the timing with the pulse of the situation enhances the feedback's receptivity. This strategic approach, tailored to the unique circumstances, ensures that feedback becomes a constructive force, driving continual improvement.

When assessing the situation before giving feedback, consider the context, objectivity, impact, frequency, severity, relevance (feedback should be focused on areas that are relevant to their growth and development). Once you have assessed the situation, you can tailor your feedback to address the specific behavior or incident & provide constructive suggestions for improvement. It's best to remember to approach the feedback conversation with empathy, understanding & a genuine desire to support the individual's growth.

In the symphony of leadership, feedback is the melody. Each note – the 'why,' 'what,' 'how,' 'where,' 'when,' and 'if' – contributes to the harmony of growth and development. WHY : is it to praise, correct, coach, or ignite motivation? WHAT : positive or negative, specific or general? HOW : formal sit-down, an informal chat, or perhaps a structured feedback session? WHERE : where does it belong in the context of your team's journey? Is it a project, task, goal? WHEN : a regular occurrence, a sporadic boost, or tied to a specific event? IF : to ensure coherence and relevance. E.g. : if this feedback is related to a performance review, check-in, or a dedicated feedback session, align your intentions with the overarching purpose.

Feedback is designed to address future behavior. As such the main question on timing is “is this timing likely to lead to the desired future behaviour?” If you are angry, emotional (or the other party is) then it is unlikely to be a good time. Mike at manager tools talks about the smile test. If you can’t smile when you give the feedback - don’t give it. Also ask. Ask the individual - can I give you some feedback. If they don’t want the feedback right now - then wait. If you give feedback frequently (which you should) a delay doesn’t matter. If they don’t want the feedback then they are less likely to act in it.

Feedback on performance should be an ongoing conversation. Providing timely, relevant feedback, whether enforcing positive skills, or providing corrective criticism, all should be done at the time witnessed, or received from others. Year-end performance discussions, should not provide content not previously discussed.

It's important to provide feedback in a timely manner, rather than waiting for an annual performance review or the completion of a project, so that the employee can make adjustments and improvements as soon as possible. However, it's also important to ensure that the employee is in a receptive state of mind and not feeling overwhelmed or stressed. It's helpful to provide specific examples of areas in which the employee is excelling, as well as areas where there is room for improvement.

In leadership, the failure to align feedback with goals is akin to steering a ship without a compass which leads to aimless drift and potential disaster. Here are the negative impacts : - Team members are left in the dark regarding their performance in relation to organizational goals. - Team members may not feel responsible for the success or failure of a particular initiative because they don't understand its connection to broader objectives. - Team member's potential remains untapped, leading to underutilization of skills, talents, and innovative capacities within the team. - Team members may question the authenticity and sincerity of the feedback, leading to a breakdown in the leader-follower relationship.

?The goal of feedback: ?Repeat desired behaviors as well as impact SCARF positively - status, certainty, autonomy, relatedness and fairness ?Stop the undesired behavior and change to desired behavior ?? Move feedback as soft skills to life skills! Don't assume managers know how to provide positive feedback and advice to the level of impact desired. ?Teach the 2 rules - positive feedback & advice ?Provide the framework, process and practice for positive impact ?Use the 2 rules of feedback to make organizations more human!

Constructive feedback is most effective when it is given: Timely: The sooner feedback is given, the more likely it is to be remembered and acted upon. Specific: The feedback should focus on specific behaviors or actions that can be improved. Actionable: The feedback should provide suggestions for how the person can make the desired improvements. Positive and supportive: The goal of constructive feedback is to help the recipient improve, not to criticize or belittle them. In general, it is best to err on the side of giving feedback too often rather than too little. Feedback is an essential part of learning and development, and it can help people to improve their skills and achieve their goals.

People are unique, and their personalities shape how they perceive and process information. Introverted individuals often prefer more private and one-on-one interactions. Providing feedback in a quiet, private setting allows introverts to focus without the pressure of a larger audience. On the other hand, extroverts might appreciate acknowledgment in a team setting. Therefore, consider giving positive feedback to them in team meetings or other group settings to highlight their achievements. Acknowledging these differences ensures your feedback is received in a way that aligns with the recipient's inherent traits.

Absolutely put yourself in the mind of the recipient. 1. Given that 'feedback' is assumed and not taught, majority of time, untrainer managers provide feedback that #threatens the human brains! ?? Self-worth of individuals are impacted ?? Relationship between managers and employees impacted negatively ?? Injustice and unfairness will become a threat to employee engagement in the organization 2. Stop using: ? the term 'constructive criticism' ? the term 'honest feedback' These are not brain-friendly terms for employees to hear and process advice. 3. Set up employees to hear 'advice' and to process the decision to accept and act on the 'advice'.

Feedback should address behavior. Not attitude. Observed behavior is objective and cannot be disputed. Attitude can. Explain the consequences of the behavior (positive or negative). Ask the individual to change. ( or keep it up for positive feedback).

When giving feedback people often use “soft” language to avoid hurting feelings. Problem is, this leads to confusion by the receiver of the feedback. For example, “Sally, you kind of missed the mark on your presentation. But it’s okay, I know you didn’t mean to.” How does Sally know what she did wrong? Instead, be clear and specific so that the feedback is actionable.

Cuando el feedback se transforma en una conversación difícil, es importante hablar de hechos y acciones y nunca poner adjetivos a la persona. Además de eso, si hay emociones personales implicadas uno puede hablar de su propia emoción: “me siento así por…” las emociones personales no pueden ser invalidadas, y muestran una humildad y transparencia que ayuda en conversaciones complejas.

Early in my career, I was eager to prove my worth and impress my superiors. During a team presentation, I noticed a colleague making a minor mistake. Unable to contain my enthusiasm to correct the error, I abruptly interrupted her, publicly pointing out the error and offering the correct solution. While my intentions were good, my delivery was disastrous. My colleague felt humiliated and embarrassed, and the team's momentum was disrupted. I learned a valuable lesson that day: timing and sensitivity are critical when delivering feedback. Effective feedback is not about publicly punishing mistakes; it's about providing constructive guidance in a supportive and respectful manner. You might have the similar story :)

Feedback should be timely and it should be given as at when the event occurs. However one should ensure that they are not angry with the other person when giving the feedback because one could say some inappropriate words that could lead to regret. Aside this, one should be professional and ensure that feedback are: ????Timely. ????Appropriate. ????Focuses on the act and not the individual’s personality. ????Not judgmental. ????Based on credible information. I had a boss who was so prone to give feedback in any place irrespective of the people around and in such a loud voice to get the attention of others. This was disrespectful I had been subjected to this and so I made a conscious effort not to subject my team members to such.

One more thing that I find helpful is to ask if the person is in a mindset to receive the feedback about the situation. It has always helped me to 1. Give a context and help them to be open for feedback 2. Give me an understanding if the person is open or not, therefore I can choose my medium of feedback ( conversation,email, or IM etc) depending on the impact that feedback should create Success measurement of a feedback always is behaviour change. It always helps the other person to see what a good to great looks like, hence while we give a feedback, it will be helpful to explain what a great would look like.

In general, its time we move from 'feedback' to 'conversations' with an intent to listen and help . The good thing about conversations is that nobody feels threatened or not understood. Feedback, otherwise would imply that you are giving your inputs from a place or having a sense of authority/power (consciously or subconsciously) or because the person needs to be evaluated/judged.

The best time to give constructive feedback on any issue is as soon as it is possible. This is because it helps give perspective to the outcome of the issue being considered. As an individual, I would rather that I'm told the reasons as soon as possible to help me understand better and deal with an outcome, this way, I will work towards doing better next time.

It is best to give feedback as soon as possible. As long as you feel like you can provide constructive feedback, then the sooner the better.