Here's how you can provide specific, timely, and actionable feedback to your team members.

As a product leader at Razorpay, Ola, Expedia, and Adobe, I've found that giving specific, timely, and actionable feedback is key. Instead of generic praise, be precise, like highlighting a 15% boost in user engagement from a colleague's analysis. Deliver feedback promptly for maximum impact, and ensure it's actionable to guide improvements. Recognize both efforts and results, such as maintaining a 98% transaction success rate, and encourage growth by supporting new challenges. Lastly, foster a two-way feedback loop for continuous improvement. This approach keeps the team motivated and focused.

Fornecer feedback específico e entender as necessidades dos funcionários é crucial para o desenvolvimento e sucesso deles. Aqui est?o algumas dicas sobre como fazer isso de forma eficaz: ### 1. **Prepare-se Antecipadamente:** - **Reúna Informa??es:** Colete dados e exemplos específicos do desempenho do funcionário. Use métricas e evidências objetivas. - **Entenda o Contexto:** Considere as circunstancias e desafios que o funcionário pode estar enfrentando. ### 2. **Seja Específico e Concreto:** - **Use Exemplos Claros:** Em vez de dizer "Você precisa melhorar sua comunica??o", diga "Na reuni?o de ter?a-feira, notei que algumas informa??es importantes n?o foram transmitidas claramente. Vamos trabalhar nisso."

In a world where a lot of team members are still working from home we need to ensure we 'check in' with everyone in different ways, a teams or video call is great as you can always tell from someones face if they are coping ok, everyone needs to know that they are not forgotten and just expected to work. We also need to have a few more 'team events' such as a meal either lunch or dinner where the team can be together and just bond. Appraisals also are great for a good one on one annual catch up talk, having set questions raises subjects sometimes that are not discussed and its important for a manager to know aspirations of their team members as it helps for planning new dept's etc.

“Understand needs to provide feedback that resonates “, I totally agree. Making it a regular practice to keeping the feedback and coaching sessions to the specific purpose is critical. When discussing the individual’s development personal goals focus on the person , their needs, wants, interests, and strengths. In my experience, you gain more insight, buy-in, and better understanding by not mixing the individual’s development plan discussions with their performance plan. Keep them separated.

Ensure that your feedback is given as soon as possible after the event to maintain relevance and impact. Focus on actionable advice, offering concrete steps or suggestions for improvement or continued success. This approach helps team members understand expectations, feel valued, and remain engaged in their development.

I believe that timely feedback is so crucial when it’s a positive praise/recognition or an opportunity for improvement. A good leader/coach ensures that those communication lines are open through one on one discussions and team expectations. However, to be effective, the leader must establish an atmosphere of trust and connection with their employees. When this does not happen, timeliness of feedback appears like singling out, bullying or personal. SMART goal discussions go beyond data and kpis. This includes timely feedback. It provides opportunity to connect, encourage and correct. Lastly, we as leaders must effectively communicate (in a way that it’s best received for the recipient), not for what’s best for us as leaders.

Providing feedback is always a critical task for a team. So it is very important to address it at the right time. The term feedback is always misunderstood and taken on the negative side only. Feedback is a must for a team to maintain the same enthusiasm and energy. So any execution done perfectly or any downfall both should be addressed at the right time. The consequences are that if not appreciated, we cannot expect the same results of perfection, and if not redressed, then the chance of the same mistakes gets repeated. So being timely in giving feedback can always set a team on the right path towards a specific task or objective.

If the message is important and you have a big team the same leader must deliver the message to each crew. Do the meetings in the crews area and on different shifts. Complete all meetings as soon as possible so disinformation is limited.

A prepara??o para o feedback seja individual ou para o grupo deve estar extremamente bem preparado. Pois ele pode se tornar pe?a chave na condu??o da equipe. Se um líder n?o consegue desenvolver feedback qualificado corre o risco de perder o comando e o respeito. Ao contrário, se seus feedbacks s?o qualificados e diferenciados positivamente, ganha a admira??o da equipe. Nos feedbacks a equipe exige um tipo de prepara??o diferente dos feedbacks individuais. Mas em ambos é preciso manter um perfil, que demonstre sempre qualificados valores morais, respeito às diretrizes da empresa, conhecimento da situa??o, confian?a na equipe, sinceridade nos pontos que é preciso melhorar e elogiar os belos resultados.

Feedback if not specific to the issue, not clear and simple, and unsubstantiated with actual incidents may not be very effective. A good leader observes, takes notes and waits to intervene or give feedback at the right time. You have lost the case of you are aggressive in asserting. Your opinion should not only be relevant but sound to be relevant and appear to be relevant!!

Vague feedback lacks effectiveness. Instead, prioritize specificity by describing the situation, the observed behavior, and its impact. This detailed approach enhances understanding and provides clear guidance for improvement or recognition of strengths. Specific feedback eliminates ambiguity, offering a robust foundation for personal and professional development

Ce n’est pas une critique ! La critique est de l’ordre du jugement et s’adresse au passé pour le sanctionner Le Feed Back est de l’ordre du descriptif et de l’impact et vise à améliorer le futur Le FB décrit un comportement et son impact. C’est toute la base du modèle. On décrit le comportement, son impact et on demande explicitement au collaborateur de corriger le comportement pour modifier l’impact. On s’adresse bien au futur. Le passé ne peut plus être modifié!

Leaders can use the feedback as a coaching moment. The leader can ask relevant What and How questions to help the team member to understand the lessons from the event. The leader needs to pay attention to the language and words being used. The leader should make it clear when the feedback is based on his / her experiences and when its second hand - I observe, I experience or I hear.

Give feedback that sparks action: point out what to improve, suggest cool tools or training, and check in later. Keep it clear and empowering, so your team knows exactly how to level up.

The leader needs to think of the end game before having the conversation. What do you want at the end of the conversation? What remedies can you offer the team member? The leader can also invite the team member to brainstorm on the next steps or the solutions to ensure that improvements can be made

To provide specific, timely, and actionable feedback to your team members: 1. Be Direct: Clearly state what was done well and what needs improvement. 2. Give Examples: Use concrete examples to illustrate your points. 3. Timeliness: Provide feedback as soon as possible after the event. 4. Action Steps: Suggest clear steps for improvement and follow-up.

O Feedback precisa de algumas premissas para de fato contribuir e acionar insights efetivos. 1. Precisa embarcar conceitos da psicologia positiva, ou seja, primeiramente fazer refor?o dos pontos positivos e somente depois, partir para os apontamentos desafiadores. Isso proporcionará que o indivíduo avaliado seja desarmado de defesas internas e o coloca e melhores condi??es de absor??o dos desafios que precisam ser trabalhados. 2. Deve ser considerado o perfil comportamental do avaliado, a fim de elevar a conex?o deste para com o avaliador. 3. Deve ser relevante e direcionado para promover reflex?o e também a??o.

As a leader you need to understand that it is more than just telling your team what they did wrong, they likely already know this. It's up to you to show them how the lessons from what went wrong can be used to move forward in a stronger position, and as a leader you need to think on those teachable moments and research what you can do to help. That could be sourcing or creating trainings to do with your staff to address the weaknesses observed or collaborating to create whole new approaches. A strong leader would meet with their team to listen to what they felt went right or wrong, present some new approaches and resources to improve, and drive their team to success by empowering them to learn and grow.

: Create an environment where team members feel comfortable discussing feedback openly. Encourage them to ask questions, seek clarification, and share their perspectives. Open dialogue fosters mutual understanding and continuous improvement

As a Director,Senior OT and Leadership within our team, encouraging dialogue between parties involved in the delivery of feedback is a critical component for trust and that everyone is being heard. Being able to receive feedback through a lens of curiosity from your team members is as important, if not more, to build and grow your emotional intelligence as a leader. This will be reflected within the culture of your team. It’s a skill set that needs to be worked by everyone

I treat feedback as mentoring and coaching sessions with the objective of helping the team member to increase awareness of what they are doing and how they may improve.

We need to create different platforms and committees to have a meaningful dialogue with all levels of employees, no matter if it's an informal or formal dialogue, we can pick up the improvement message from the employees and various committee members. Continuous dialogue is very important for safe and timely solutions.

Precisamos de fato reaprender a usar o dialogo. Com a realidade da IA percebemos que muitas vezes nao transmitimos o que de fato precisamos, gerando diálogos distorcidos e ativando o comportamento reativo no lugar do ativo e pró ativo. A comunica??o aberta é necessária visto que o indivíduo é integral em sua constru??o da consciência, e n?o despreza fatores familiares, sócio-culturais e econ?micos, embarcando tudo isso em suas express?es e impress?es.

Feedback is so important. Everyone always wants to know how they are doing. If someone does a great job tell them immediately. If you are told you're doing a great job you tend to go above and beyond. Constructive feedback should always be welcomed as well. This helps the employee grow and advance to learning new things which is a win win for all.

To follow through on actionable insights, start by scheduling regular check-ins to discuss progress and address any challenges. Use these meetings to review specific steps taken, celebrating successes and providing further guidance where needed. Maintain open communication, encouraging team members to share updates and ask for support. Track progress with clear metrics or milestones, adjusting plans as necessary. Document the outcomes of these reviews to ensure accountability and continuous improvement. This structured approach helps ensure that actionable insights are implemented effectively and fosters a culture of growth and development.

Checking in is so important!! Constant check ins and communication are key. Follow up as much as possible. Offer support, encouragement and anything team members may need.

Ive found acknowledging positive actions without naming the team member, during a pre-start meeting can often start a roll on effect by lifting the team spirit. Appreciation is always effective in bringing out the best in any team.

On donne rarement assez de FB positif. Le but est de donner plus de FB positif que de FB négatif ! C’est quelque chose qu’il faut sans cesse garder à l’esprit … 2) pas de feedback = un mauvais feedback Lorsque vous ne donnez pas de feedback à vos collaborateurs, vous leur passez le message suivant : je ne vous dis pas ce qui est positif ou négatif. Cela signifie deux choses : 1) j’accepte les comportements non performants. Par là même, vous contribuez à développer des standards de performance médiocres dans vos équipes. 2) je vous reconnais pas lorsque vous avez des comportements performants, cela ne sert donc à rien de continuer.

A boss gives feedback only. A good boss gives timely, direct feedback. A great boss takes the time to understand the individual need of each employee and gives timely and direct feedback that helps the employee grow from the experience. An exceptional boss understands the need of each employee and gives timely and direct feedback that helps the employee grow from the experience AND follows up routinely to help the individual and the team all grow!

One thing that really makes a difference is giving feedback about your colleagues skills, strengths, potential and opportunities for growth. Seeing feedback as ways to help people grow is the key. Most people want to enhance their skills and performance and contribute meaningfully at work.

Learn about the team and their individual backgrounds and levels of experience so you can utilize their talents and skills - are they the thinkers, the ambitious, the more creative ones? Each individual may fit more in the feedback mode if you stroke that part of their genius thinking. Offer feedback incentives when you can. Let "what if" and "I thought instead of" become catch phrases you really appreciate and let them know that. Ideas come more readily if you give examples. "What would you change, what worked best, and what suggestion do you think would make the best difference in the future?"

Use the SBI Framework (Situation-Behavior-Impact): Describe the situation, the behavior you observed, and the impact of that behavior. For example, "In the team meeting (Situation), you interrupted several times (Behavior), which made it difficult for others to share their ideas (Impact)." Be Balanced: Provide both positive feedback and areas for improvement to encourage and motivate your team members while also guiding their development. Be Empathetic: Understand and consider the recipient's perspective. Approach the conversation with empathy and a genuine intent to help them grow.