Here's how you can effectively give constructive criticism to your team members.

The constructive criticism os must to bring betterment in your subordinate working but either it should be one to one or it may be addressed through a common meeting without pointing out some one name.

Appreciating the achievments regardless attain the targets or not, can convey strong message to team members about your commitment to support their struggles and stimulate them to enhance their abilities and be patient during difficulties.

It starts with observation. Focus on observables. Not judgement and/ or opinions. List the observable behaviours. Recognise successful performance and offer on the spot praise. Allow the person to reflect. Describe the behaviour/ results. Describe why the behaviour is important. Encourage repeat performance of good results/ behaviour.

Let's start with the few distinguishing characteristics that he or she possesses. Point out to them how these advancements could put them in a better position in the future. Next, we can discuss the few behaviors or practices that need to be strengthened in order to develop into stronger leaders of the future. This strategy, in my opinion, may be more convincing. Subordinates can readily acknowledge this.

It's important to start with the positive, but we must also avoid toxic positivity. Being honest from a perspective of continuous improvement is crucial. The sandwich method is effective, but it's also necessary to understand how the team works. If you are a leader who typically doesn't use these methods and you start doing so without genuine intent, trust can be affected.

It starts with listening. Intuitive Listening and asking more. The insightful questions must let the coachee think deeply. Open questions tend to work best. Avoid leading questions like " don't you think you should"? Situation, Behaviour, Impact (SBI) method of feedback can be explored further.

I always recommend a simple approach. Be human first and put yourself in their shoes and listen. Use words that are not aggressive. Focus on behavior and offer solutions instead of commands.

Providing constructive criticism involves a delicate balance of honesty and empathy. Begin by highlighting the individual's strengths to create a positive foundation. Clearly state the specific issue, focusing on the behavior or outcome rather than personal attributes. Use "I" statements to express your observations and feelings, such as "I noticed that..." or "I feel that...". Offer actionable suggestions for improvement, ensuring they are practical and achievable. Encourage a two-way dialogue, allowing the team member to share their perspective and ask questions. End on an encouraging note, reaffirming your belief in their abilities and commitment to their growth.

I always recommend to use the simple but effective SBI framework. First focus on the Situation. What happened. Important here to describe the situation and not evaluate the situation. (Similiar to the concept in Non-Violent Communication) Second describe the experienced behaviour. Describe, without judgment, the behaviour you have witnessed. Lastly, explain the impact (positive or negative) the behaviour caused. With this simple framework your can prepare for the conversation.

To ensure it is received positively and leads to meaningful outcomes, several key principles should be followed. First, establish a foundation of trust and respect with team members, emphasizing that feedback is aimed at development, not judgment. Approach criticism with empathy and sensitivity, considering the individual's feelings and perspectives. Be specific and objective, providing clear examples or evidence to support your points. Focus on behaviors or actions rather than personality traits. Offer suggestions for improvement or alternative approaches, encouraging problem-solving and growth mindset. Timing is also critical; choose an appropriate moment when the person is receptive and not under undue stress.

Evite sempre falar de impress?es, sensa??es, imagina??o ou qualquer defini??o que n?o seja puramente uma atitude, uma a??o feita ou n?o feita pela pessoa que receberá o feedback, pois assim, evita o risco de incorrer em julgamento e n?o em evidências. Mas, sobretudo, tenha leveza ao falar de pontos a melhorar e celebre mesmo as conquistas e avan?os do seu time, como se fossem seus, porque, no fundo, s?o mesmo, de toda a equipe.

Again remember that teh aim of feedback is to improve teh perosn and not change his/ her traits. The specific instance where conduct was inappropriate and needs improvement must be highlighted. Behaviourial issues must be explained with examples and if possible a soultion/ or alternate behaviour may also be showcased. If possible bring out the person's good behaviour in a similar situation, and project how it helped him/ her. Corrcet lessons would be drawn immediately.

Focusing on behavior rather than personality traits is crucial when giving feedback. Criticizing character can feel like a personal attack and hinder productivity. For instance, saying "You’re always so disorganized" can be demotivating and unhelpful. Instead, opt for a constructive approach like "I've noticed your desk is often cluttered, which can lead to misplaced documents. What do you think about organizing it?" This way, you address specific, changeable actions, making the feedback actionable and less personal. This approach encourages improvement without damaging self-esteem, fostering a more positive and productive work environment.

In the case we can use S.B.I module Simply clarify to your employees a special situation in which he/ she showing specific behavior which for sure negative one then we discuss together the impact of his/her behavior That module guarantee that your employees will be satisfied and understanding what his/ her mistake exactly on a transparent manner

Lo que debes tener siempre en cuenta es que no debes ofender personalmente a la persona, sino hacer una critica constructiva hacia el acto o comportamiento que quieres corregir

The foremost point is to address the situation or the incident and its outcome rather than implying the person involved in the matter. Constructive criticism shall hold the solutions to the incident with a leading pathway of how better it could have been handled or performed. Should be addressed in a positive note & in an approachable style such that the person involved gains the opportunity to learn.

Address specific actions and their consequences rather than criticizing the person. Provide clear examples and factual observations to illustrate your points. Suggest steps or resources that can help the team member improve. Create a supportive environment for open discussion and feedback. Check in periodically to see progress and provide ongoing support as needed.

Foque no comportamento, n?o na pessoa: Direcione a crítica ao comportamento ou a??o específica, evitando ataques pessoais. Isso torna a crítica menos defensiva e mais produtiva.

Más que ofrecer una solución y dejarlo asi, iria un paso mas. En el ejemplo que se muestra de la productividad, haría que el trabajador pase una semana con nosotros viendo las rutinas de optimización del tiempo y productividad. De esa forma podrá ver de primera mano un ejemplo directo y no una simple solución.

Encourage Dialogue Encouraging your team members to share their thoughts and perspectives turns a one-sided critique into a productive dialogue. This exchange allows for mutual understanding and can lead to more personalized and effective solutions. It also shows respect for their input and reinforces that their opinions are valued. A simple "What are your thoughts on this?" can open the door to a meaningful conversation that benefits both parties.

To effectively give constructive criticism to your team members, choose a private and appropriate time, and be specific and clear by focusing on behaviors and providing examples. Use the sandwich method by starting with positive feedback, followed by constructive criticism, and ending with encouragement. Be objective and fact-based, using neutral language. Offer solutions and support, and encourage dialogue by listening to their perspective and ensuring they understand the feedback. Finally, follow up regularly to monitor progress and provide ongoing support.

Encouraging dialogue helps in giving constructive criticism by creating a two-way conversation that fosters understanding and growth. Here are the steps: 1. Ensure the person feels comfortable and respected. 2. Begin with positive feedback to set a constructive tone. 3. Use "I" Statements andFrame feedback from your perspective to avoid sounding accusatory. 4. Provide clear, actionable examples of the behavior or issue. 5. Invite the person to share their perspective and feelings. 6. Work together to develop improvement strategies. 7. Offer ongoing support and check-in on progress. This approach ensures feedback is clear, respectful, and geared towards improvement.

Follow-up is crucial to ensure feedback translates into improvement. Scheduling a meeting or check-in to discuss progress and address ongoing challenges demonstrates your commitment to your team members' development and helps maintain momentum. This follow-up provides an opportunity to offer additional support and acknowledge improvements, which can further motivate your team members. Consistent follow-up reinforces the feedback process, showing that you are invested in their growth and success. It also allows for adjustments and continued dialogue, ensuring that the feedback remains relevant and actionable.

As a manager, it is important that your team members know what they are doing well, and what they can do differently. Constructive criticism with the help of sandwich approach is one of the most popular ways to do so. While this approach is effective as the undertone is to sandwich a criticism with positive remarks from both sides, my experience is that the team members can sometimes feel confused as to what was the ‘criticism’. An alternative approach requires moving from feedback to feedforward. One of the model that what works better for me is AID model - that focuses on discussing the desired outcome.

Whether the feedback is reinforcing (positive) or redirecting (negative), the best way to give feedback is through this formula: MY.B.I.Q. This stands for micro-yes, behavior, impact, & question. This four-part formula allows for a two-way dialog that results in commitment rather than compliance when feedback is given. This method is brain-friendly and tells people exactly what they need to duplicate or decrease in their performance. I've been using this framework since 2021 and it's been a game-changer.

Escolha o momento certo: Fa?a as críticas em um momento adequado, preferencialmente em privado, para evitar constrangimentos e garantir que a pessoa esteja receptiva.

Encourage Dialogue: Invite the team member to share their perspective and thoughts on the feedback. Collaborate on Solutions: Work together to develop a plan for improvement, including specific steps and support they might need.