You want to give feedback that’s both constructive and actionable. What are the best ways to do it?

Create your feedback construct before sharing it with your team.. 1. Feedback should be objective and action oriented in nature with example. 2. It should be aligned to KPI of your team member and discussion should be revolved around it. 3. It should also focus on the gap identified and how to mitigate it in future through collaboration 4. You should be at listening mode while sharing feedback with team member and not argumentive.

To respond, I take the assumption that it is performance feedback for a senior colleague in my team. My priority would be to create a conducive environment; 1) catching the recipient when they are not emotionally charged.2) Choosing a quiet and comfortable seating space. I would then set the expectations of the recipient about the outcomes of the discussion. I would anchor my discussion around my notes about how they handled different work situations by first asking them how they handled them before proceeding to offer feedback. My feedback would be separated by technical and behaviorual skills. I would close by engaging in a discussion on how they think they could've handled it better and what gaps we needed to address.

Feedback at work place plays a crucial role in employees performance, development and fulfilling of aspirations. 1. Periodic review between employees and reporting manager helps both the participant’s evaluate on expectations vs achievement. Gap areas are identified, road map is built and actionable plans initiated. Ensure to start discussion by appreciating the work done and most importantly time devoted by an employee towards rendering his services. 2. There are online tools as well in market for feedback sharing. One such effective tools is 360 degree by Mercer Mettl that aims to gauze constructive feedback and make training plans for improvement areas. It helps employees to assess self and get assessed on predefined parameters.

To give feedback, 1)negative language to be avoided 2) Give an example of how other ways may have worked in the same situation 3) Do not wait for the next time will give feedback if it's repeated instead of small course corrections will shape individual better 4) Story telling method 5) Be open to knoing why this was thought in the first place Create a safe environment to have these discussions. The purpose is to give feedback not to criticize or compare

One approach to giving feedback such that is is specific and actionable is to ensure you give it a timely manner, and to be clear on the actions that your observed and the consequences of those actions. It is also best to deliver it almost right away and in a private 1 to 1 setting. By doing so, the person you are giving feedback to would be better able to recall or share his circumstances at that point in time. It is also a good practice to ask for permission from the person you want to give feedback to. This enables him or her to be mentally prepared and to also get his buy in. Where possible, take note of any preferences the person may have and work with those where possible. Try it + connect with me ??

Choose the right time and place. Avoid giving feedback when emotions are high or when there are other distractions. Along with concrete evidence provide the rationale behind your feedback and how it relates to the goals or expectations. Show how the feedback can benefit the person or the team. Avoid making assumptions or judgments about the person’s motives or feelings.

While doing this, you should also be looking for signals that they understand what you're saying and hopefully agree that the behavior/action was inappropriate. So if you say "You missed the deadline for the last three reports," you can follow it up with "Do you understand the downstream impact of missing those deadlines for the rest of the team?" Understanding that impact is key to changing behaviors.

Acho muito clichê come?ar elogiando uma pessoa para depois trazer pontos de mudan?a. Dá a impress?o de que tudo o que foi dito é apenas um paliativo para a pessoa n?o ficar triste. Sempre pensei ser muito pontual e direto, sem retirar o valor da pessoa. Por exemplo, ao invés de dizer: "você é muito bom/boa nisso, mas precisa melhorar naquilo", acredito que seria mais prático: "Hei fulano, pensei muito em como você consegue motivar e inspirar o time. Por isso, gostaria que utilizasse suas habilidades (diga quais s?o) para que junto com o time você desenvolva o que entendo que você precisa neste momento para destacar-se mais (diga o quê)". Assim consegui dizer como a pessoa está, onde gostaria que ela estivesse e quais pontos a melhorar.

En utilisant des exemples concrets et des données pour illustrer nos points de vue, nous pouvons fournir un feedback clair et constructif. Il est également nécessaire d'équilibrer nos commentaires avec des aspects positifs et négatifs, et de reconna?tre les forces et les réalisations de nos collègues. Cependant, il est crucial de donner un feedback négatif de manière constructive et respectueuse, en évitant les critiques non constructives ou les attaques personnelles. Nous devrions plut?t chercher à encourager la croissance et le développement en identifiant les domaines à améliorer et en proposant des solutions concrètes.

Something I have notice while practicing HR business partnership is that many leaders consider year end and mid year evaluation processes as opportunity to give feedback to the team. It also works on the other way around. Many failed to ask the question, “how have I been leading you? Is there anything I need to improve to lead you better ?”. Two way feedback and having an open mind about it is very important to the success of the process.

??When delivering constructive feedback, it's essential to focus on providing solutions and support. Start by highlighting specific areas for improvement and offer concrete suggestions on how to address them. ??Avoid criticism and instead frame feedback as an opportunity for growth. Offer support by acknowledging the individual's efforts and strengths, emphasizing their potential for improvement. ??Encourage open dialogue and collaboration, inviting the individual to share their perspective and ideas for solutions. Provide resources or training opportunities to help them develop the necessary skills. By offering constructive feedback with solutions and support, you empower the individual to make positive changes and achieve success.

Las retros son los mejores medios para enfocarse en lo importante de todo líder, que es el hacer crecer a las personas, al final se trata sí de dar un resultado, pero siempre será a través de nuestros equipos de trabajo, directos o indirectos, y esta es un oportunidad única para compartir una visión complementaria al desempe?o de tus colaboradores, la cual deberá de ser objetiva, específica y "trackeable", de modo que podamos asegurar el seguimiento de las mejoras sugeridas para juntos alcanzar los objetivos trazados.

When receiving negative feedback, people may sink into shame first as a defense. To help them work through that, you can set up the support yourself (especially if you are their manager). Include a tangible action while offering support, like "I can coach you on how to structure your report. I will set up a meeting for the two of us next week to go through this."

Em minha experiência, pedi para todos aqueles cujos pontos fortes se destacavam fazerem pequenos treinamentos com a equipe, engajando todas as partes e alinhando quem precisava de ajuste. Gerei com isso um clima colaborativo de aprendizado e permiti que conhecimentos fossem espalhados significativamente.

People may hesitate to give feedback if they are asked unprepared. They may feel trapped if they haven't had time to think about and plan the feedback. To make them feel more comfortable, try switching the word feedback to advice. Try the phrase "Can you give me some advice on ..." instead of "Can you give me some feedback on ...". It's more inviting, and you'll still get the constructive feedback.

Regular: Schedule regular feedback sessions to maintain open communication channels and address issues promptly. Immediate: Provide feedback as soon as possible after observing the behavior or performance, ensuring its relevance and impact. Specific: Be specific about the behavior or performance you're addressing, providing concrete examples to clarify expectations. Encouraging: Offer feedback in a supportive manner, emphasizing strengths and areas for improvement while instilling confidence in the individual's ability to grow and develop. By following the RISE framework, feedback becomes a constructive tool for continuous improvement, fostering a culture of learning and development within the team or organization.

I agree that feedback should be a continuous process in order for it to be constructive and effective..We should keep in mind that Market trends, consumer habits, inflation and innovation will affect feedback over time..It is therefore important to keep registry of feedback at a particular point in time and compare with past records..This will enable us take more advanced decisions thus enabling us to stay ahead of the competition.

Je suis entièrement d'accord avec votre vision du feedback comme un processus continu d'amélioration. Demander des commentaires sur nos propres feedbacks et réfléchir à nos forces et faiblesses en tant que leader sont des pratiques essentielles pour favoriser une culture de l'amélioration continue au sein de l'équipe. Il est également important de varier les formats et les canaux de feedback pour répondre aux besoins de chacun.

Providing feedback is crucial for personal and professional growth. Balancing developmental and critical factors ensures that feedback is constructive and motivating rather than demoralizing. Focusing on behaviors rather than individuals helps to keep the feedback objective and focused on specific actions or outcomes, rather than making it personal or subjective. This approach encourages improvement without creating a defensive or negative atmosphere.

Feedback is often based on your own perspective and expectations (not always communicated) of another person. I find it helpful to always ‘seek to understand’ before I venture into feedback. I have seldom found that people deliberately try to perform poorly, have the wrong behaviour or show up in an unhelpful way. By practicing deep listening, compassion and suspending judgement I’m able to understand the mindset and belief system that drives the behaviour. In this way I can enable sustainable change of the root cause of the behaviour. And then help celebrate when the person makes small changes. What is small in your life might not be small in another’s life. Dig deep. It is worth it.

One thing that’s often overlooked when focussing on “actionable” feedbacks, is the level of detail and the possibility to surprise. If the feedback is too specific you may run the risk of “boxing in” your team members. They need space to grow, so make sure you repeat the team’s purpose (or longer term goals) and areas where they can propose a solution or improvement. If you make the space, your team might just surprise you.

1. Be Specific: Pinpoint areas for improvement to avoid ambiguity. 2. Focus on Behavior: Target the action, not the person, to keep feedback productive. 3. Provide Solutions: Always accompany feedback with actionable suggestions. 4. Balance the Feedback: Start with positives before addressing areas for improvement. 5. Encourage Dialogue: Make it a two-way conversation to understand their perspective.

Regular and Constructive feedback based on performance is important for Individual and Organisation. Its also important for the Organization to provide the support and line of action with deadline . Regular feedback also provide the alteration of approach to reach the Goal or KPIs. Most important role of the Leaders to guide and support . All these combinations will make a better performed Employees and drive the High Performance Culture . Regards