Here's how you can give feedback while preserving trust and respect.

In change management, building trust is essential for effective feedback. Trust is earned by consistently demonstrating reliability, fairness, and genuine concern for your team's well-being. Show up for your team, follow through on promises, and maintain transparency. When feedback is necessary, it is received as a tool for growth rather than criticism. This approach fosters a safe environment where team members feel valued and understood, enhancing their receptivity to constructive feedback. By integrating these principles, you position yourself as a leader who drives positive change and nurtures a culture of continuous improvement.

Feedback should inspire improvement, not deflate morale. Frame your comments constructively, focusing on strengths and areas for development. Use language that encourages growth and underscores your belief in their potential. This approach fosters a supportive environment where feedback is seen as a tool for advancement, not criticism. By being specific and maintaining positivity, you cultivate an atmosphere of trust and respect, essential for effective feedback in change management scenarios.

Feedback ist ein Geschenk, das verpackt werden m?chte. Diese Verpackung sorgt dafür, dass es für das Gegenüber deutlich leichter ist, das Feedback anzunehmen. Je nach Person kann die Verpackung variieren. Eine sehr bew?hrte Methode ist das Sandwich: Das Feedback-Sandwich ist eine Methode, um Kritik konstruktiv zu übermitteln, indem man mit positivem Feedback beginnt, gefolgt von der eigentlichen konstruktiven Kritik, und abschlie?end wieder positives Feedback gibt. So wird die Kritik in eine freundliche und motivierende Atmosph?re eingebettet.

If you are a mentor or leader to someone, there should already be trust in place. If they are sharing their experience with you, you can focus on asking curious questions to see if they are supported enough to navigate their situation. For example, "What would prevent you from meeting your goals for this project?" Listen for what insights they may have. And, if you feel that they may need some assistance, ask them "May I provide you with some advice?" By asking them, they have given you permission to offer your perspective. Having them feel that you are there in a supportive way vs. a judgmental way, should create a safe space for exploration and candor.

Giving feedback is situational and about timing. I like to ask permission first "are you open to my feedback"? If no, I move on. If yes, I give feedback using examples of behaviour I observed and ask clarifying questions to check if my observations were perhaps taken out of context. This turns the feedback into a discussion. I also said situational because sometimes the moment calls for you to give quick feedback and be directive to resolve a matter. Other times might call for you to simply state your observations, ask clarifying questions, and then leave the person with an open ended question or two to reflect on and change their behaviour or actions. There are other factors at play eg. consequence management but high level this 1 approach

Providing support when offering feedback can significantly impact how it is received. Letting individuals know that you are there to help them improve and grow—whether through additional resources, training, or simply being available to answer questions—can make all the difference. This approach makes feedback feel less like a reprimand and more like a collaborative effort towards achieving a common goal.