Feedback is an essential part of career development, but it can also be challenging to deliver and receive effectively. If you want to improve your feedback skills and avoid some common pitfalls, here are some tips to keep in mind.
Feedback should be based on observable facts and behaviors, not vague impressions or assumptions. Provide concrete examples of what the person did well or what they need to improve, and avoid generalizations or labels. Feedback should also be given as soon as possible after the event or situation, so that the person can recall the details and act on your suggestions.
Unfortunately, the main hindrance doesn't come from the technique but from the core belief of the person giving the feedback. If the person giving the feedback has a sincere desire for the colleague to grow / act more efficiently / improve this or that, and this desire is not connected to a personal gain but to a communal desire for others to thrive then whatever the reaction be this will be incorporated by communication, negotiations or debate. If the intention is to help truly and kindly. that is the game changer
1. Ditch the Vagueness: "You could be more assertive" is unhelpful. Focus on specifics! Did they hesitate during a presentation? Suggest practicing strong opening statements. Clear examples guide improvement. 2. Timing is Crucial: Don't wait weeks to address an issue. Feedback loses impact. Address concerns promptly, while details are fresh, allowing the colleague to act on your suggestions. 3. Focus on Facts, Not Feelings: Replace "I felt you weren't engaged" with "During the meeting, you seemed quieter than usual. Did you have any questions?" Phrasing feedback as observations removes emotional judgment and fosters a collaborative environment.
Feedback should be about the actions and outcomes, not the personality or character of the person. Avoid personal attacks, criticisms, or judgments that can make the person feel defensive or hurt. Instead, use neutral language and describe the impact of the behavior on the goals, the team, or the customers. For example, instead of saying "You are always late and unprofessional", you could say "When you arrive late to meetings, it disrupts the agenda and affects the morale of the team".
One of the things to remember is that the moment we start focussing on the person their defensiveness starts increasing, and the whole conversation will be derailed. It is important for you to keep the conversation on track, and solution focussed.
The common mistake of giving feedback is manager sometimes focus on person not the action and consequences of it. The Feedback framework should be SBI "Situation, Behavour and Impact" For example: Client changed the deadline and you forgot to inform your team, your team members didn't have enough time to code , hence we couldn't give the product to client today
Feedback should not be only about pointing out the flaws or mistakes of the person, but also about recognizing their strengths and achievements. Positive feedback can motivate, encourage, and reinforce good performance, while negative feedback can help identify areas for improvement and learning. A good feedback ratio is to give three positive comments for every negative one, and to start and end with something positive.
Ditch the Feedback Sandwich: HR champions impactful feedback, but the "compliment-criticism-compliment" model feels inauthentic. Here's a tastier option: - Future Focus: Don't dwell on past mistakes. Frame feedback for growth: "Presentation could be stronger with..." guides improvement. - Team Spirit: "How can we improve this process together?" fosters collaboration, not lecturing. - Celebrate & Guide: Highlight wins! "Problem-solving skills were impressive. Let's build on that for..." acknowledges strengths while guiding future actions. - Appreciation: End with a sincere thank you. Shows respect and encourages future collaboration. This approach focuses on improvement, teamwork, and strengths, empowering colleagues to thrive.
Research shows that for every one piece of negative feedback, you should balance it with five pieces of positive feedback. You should spend most of your time at work giving positive pieces of feedback. Think about it - people are usually doing more good things than bad, so recognize them for the good, no matter how small. Then, when an opportunity comes to give negative feedback, you have built a strong, positive rapport with the other person.
Feedback should not be a one-way communication, but a dialogue that involves listening, questioning, and understanding. Ask the person for their perspective, opinions, and suggestions on how they can improve or what they need from you. Show empathy and respect, and acknowledge their feelings and concerns. Also, ask for feedback on yourself, and how you can support their development or work better with them.
We have to remember to give the person a opportunity to give their feedback, and suggestions. This makes the other person feel heard and also makes them part of the solution oriented approach.
Feedback should not be a one-off event, but a continuous process that requires follow-up and monitoring. After giving feedback, set clear and realistic expectations and goals, and agree on an action plan with the person. Check in regularly to see how they are doing, provide additional guidance or resources if needed, and celebrate their achievements or improvements. Give constructive feedback on their progress, and adjust the plan if necessary.
Feedback should not be seen as a threat or a punishment, but as an opportunity to learn and grow. Whether you are giving or receiving feedback, be open-minded, curious, and receptive to new ideas and perspectives. Seek feedback from different sources and situations, and reflect on how you can use it to improve your skills, performance, or relationships. Learn from feedback, and you will become a more effective and successful professional.
Consider reflecting on previous times you’ve given or received feedback. What did you do well in providing the feedback? What could you do better? Then make sure to do both the next time you give feedback. Improve little by little. Those little changes compound overtime.
Giving helpful feedback is important. One mistake is being too vague. So instead of saying something like 'Good job' I make sure to explain what was good like mentioning specific areas of their task delivery. Timing is another thing to watch out for. Instead of waiting for a special review, I try to give feedback right away. This makes it more useful and connected to what's happening. I also avoid being only critical. If I see a problem, I suggest ways to fix it. This makes the feedback more helpful and positive. Learning from these experiences, giving feedback has become a better and more helpful part of our teamwork making our work environment more positive and open.