Here's how you can provide honest and respectful feedback.

Honestly, start by thinking how you would like to receive feedback and work from there. Be human, be prepared, give examples, be constructive and give someone time to digest. Multiple conversations are easier than dropping feedback and assuming it will be accepted and taken on board.

Ramesh, who loves to play cricket, used to go to a sports shop every Sunday to buy a new bat, After a few weeks, the owner of that shop reached out to Ramesh and asked him: You come every week to buy a new bat, Can he help him and know why he buys a new bat every week ! Ramesh replied, whichever new bat he buys, he still gets out, Show me something better with which i do not get out ! Guys, do you think Ramesh needs a new bat?! Ramesh needs to work on his game instead of looking for a new bat. Many times, we also do the same, We need to work out, accept our weakness, and start working on it Stop looking for shortcuts or some product that can do some magic, stop looking for a new bat every week, practice to improve your game, Ramesh.

I like to get feedback based on established goals. So, if my goal was to lose 2 pounds of body weight this month, whatever the scale says is good feedback. It's unemotional, instant, honest. We can give feedback best if we establish specific, measurable, relevant, realistic goals for a time period. There are few things more frustrating than being judged on something you didn't know you were being judged on. Yet, far too few leaders set such clear goals for themselves or those they lead. As a readiness exercise professional, I work to set such clear goals for the agencies that I exercise.

It is critical to prepare thoroughly before any feedback session with the approach WIIFM - Whats In It For Me, here me is the person receiving the feedback. Always be specific with examples and observations. Reflect on the recipient's goals and responsibilities. Structure feedback to emphasize improvement and learning. Agree upon working together to achieve the SMART goals -Specific, Measurable, Achievable, Relevant, and Time-Bound. Be open to receive any feedback as it has to be a 2 way approach - Give and receive.

Timings are crucial for effective feedback. Make sure to provide feedback when a person is very receptive. When they can understand and interpret your message. Avoid giving feedbacks in informal settings and environments. For E.g. Don't give performance related feedback publicly Avoid giving feedback during informal gatherings such as Office Parties, social, and cultural events. Feedback is always given for improvement and development.

Timing is everything. Feedback should be timely but surely not rushed. Ensure that you can pick a time when you have the time to take your time but don’t delay feedback. It must be delivered when the situation is still relevant and it’s the best way to encourage immediate change/improvement

The right timing and the how / where of the feedback is key. A lot of times we wanted to give some feedback, but we were too busy or we just procrastinate because lack of courage... and it becomes not relevant... If it's important give maximum priority to it. Also think if it could be deliver in front of others (praising feedback or a high emotional account or team feedback culture) or if it's better to be shared privately. It's very important to share it in the right time, don't hesitate to bring your shared insights to the next team member appraisal. It would allow you to move form "I have the impression that..." to "as we have commented several times..."

Timing is important, schedule a time with the team member that is good for both parties. Allocate enough time to not rush through the assessment, but not too much time that you start rambling.

I stands for ownership and acknowledgment, in every sentence and this is the best way of personalising any feedback, by saying I have observed that or I have been seeing that or I happen to notice a specific error you are narrowing the approach to 2 individuals and no scope of ambiguity. This brings about the attention to details in a more specific manner which helps when you have these one on one sessions for feedback.

Although it is true and it may be helpful to give feedback as an individual observation to that person, you may find it particularly intimidating for the staff if they take it just from the manager. It is intriguing that there should be a culture of equality and friendship if you use this type of language.

Words stain, weigh, each one has its own texture... and our reptilian / emotional brain triggers a threat response when somebody gives us feedback (shorter or longer). When I tell you "YOU don't allow me to speak in meetings" I'm going to trigger a defensive response in you. If instead I said "sometimes I feel that I don't have enough space to speak in our meetings" it's more probable I create in your more a kind of guilty feeling on you "really? it wasn't my intention"

N?o conhecia essa ferramenta e n?o consegui compreender o que s?o "instru??es I". Acho válido acrescentar uma frase explicando o conceito.

I statements are empowering and allow you to speak with authenticity and assertion. Having confidence in yourself and in your message builds trust in those listening. In turn people are more likely to speak openly and honestly.

Constructive criticism is highly essential for development, growth, and improvement. Don't just give statements about What went wrong. Try to offer solutions, methodologies, and techniques for improvement. Share personal experiences which make mistakes common and natural. Personal experiences help people stay motivated and hopeful. We don't want to demotivate someone, as this is hazardous for our team's productivity. Acknowledge the shortcomings and respect the reasons. There might be a shortage of resources; lack of time; and other technical issues which led to the wrong outcome. So respect others and their concerns.

Having that constructive "perspective" leads to concurrent and authentic conversations. The goal is to be unbias and provide facts that will lead to questions and comments during the conversation.

Focus on providing fair and actionable feedback. Frame your comments in a way that helps the receiver improve, not feel attacked. Be clear about the desired outcome of your feedback conversation. What do you hope the recipient will gain from this interaction?

J’ai notamment constaté que l’apport de suggestions positives favorisait l’adhésion du propos. Proposer des axes d’amélioration permet aussi de réduire le risque de confusion.

Any feedback has to be connected to the growth of an individual on the professional front and assured that this will enhance the performance wholistically. It is important to ensure the the feedback, is always summarised by the person receiving it as what are those 3 actionables that we agree upon to implement immediately and bring about the transformation and growth. It is obvious that once the person who is receiving the feedback is able to summarise the discussion he or she is willing to execute the learning immediately.

Nuevamente... conectaste con tu intención antes de dar feedback? Es fundamental recordar que es una herramienta clave para el crecimiento. Reiterar que todos tenemos áreas de mejora y que los comentarios están destinados a ayudarnos a alcanzar nuestro máximo potencial (nuestra mejor versión laboral, decimos en StillJobs.com) puede transformar el feedback en algo positivo y motivador. Ayuda a la oportunidad, no a la crítica. Además, fomentar un diálogo abierto donde la persona pueda hacer preguntas y discutir cómo implementar las sugerencias fortalece esta percepción y facilita el proceso de mejora.

Because accurate feedback makes a person understand their weaknesses, it makes them use their full potential. This is the power of giving feedback.??

We must always connect our feedback with a different ways of doing things, showing a space for growth. If you are able to create a feedback team culture, where giving feedback is not just criticism but also an opportunity to GROW TOGETHER.

People connect emotionally with others they feel have their best interests at heart. You must genuinely want the receiver to grow. The tone of your feedback must be positive and highlight how acting on that feedback will help them grow. Demonstrate that you are interested their growth and success. That makes a world of difference but again you must genuinely be interested in that as it reflects in your communication.

These types of conversations should be ongoing. To the point where your team has an expectation to hear feedback from you both good and difficult. This creates a pattern and allows it to feel less dreadful! But it also opens the lines of communication and you may reach a point where they are coming to you to address their struggles before you can make it to their office.

In Private- While public recognition is appreciated, public scrutiny is not. Establish a safe place to talk where you won’t be interrupted or overheard.

Providing honest and respectful feedback is easier and more effective when you care about the person, ask relevant questions, listen well and then share timely insight. Your feedback will more likely be received if the person trusts you and your level of knowledge about them and the work they’ve done. Do what you can to ensure you have clarity within the scope and context of their role and offer specific information about what they are doing well and how they can improve in areas that need improvement. Be as clear about positive feedback as you are about any constructive feedback you offer. Before wrapping up the discussion, give the person an opportunity to share their thoughts and specific ways they might be able to apply the feedback.

L’assertivité permet une communication positive tout en garantissant la compréhension de l’autre. En fin, l’empathie est également primordiale pour faciliter les échanges.

Acho importante enfatizar que o feedback n?o serve apenas para apontar pontos de melhoria, mas também para refor?ar comportamentos/resultados que já est?o bons, para que o colaborador conhe?a as alavancas de seu desenvolvimento. Um olhar para os pontos positivos, refor?ando o que o colaborador deve manter é t?o importante quanto o olhar para os pontos que se espera que o colaborador mude - e deve ter o mesmo peso na reuni?o.