Here's how you can provide targeted and effective feedback as a professional.

I agree with the importance of being specific, avoiding vague comments. However, we must be careful not to micromanage the activities of our subordinates. The higher the level they occupy within the organization, the more their initiative should be encouraged. Otherwise, we will be restricting the advancement of possible innovative solutions and the full development of leadership in the organization, at its various levels.

Providing targeted and effective feedback as a professional involves a structured approach. Begin by being clear and specific about the behavior or performance you are addressing. Use the "SBI" (Situation-Behavior-Impact) model to frame your feedback: describe the situation, the observed behavior, and its impact. Ensure your feedback is timely, given soon after the event for maximum relevance. Balance positive and constructive feedback to motivate and guide improvement. Engage in active listening, allowing the recipient to share their perspective. Avoid generalizations and focus on actionable suggestions for improvement. Follow up to provide support and monitor progress, reinforcing your commitment to their development.

Furthermore, pairing specific feedback with constructive suggestions fosters a more positive and actionable environment. Instead of merely identifying areas that need improvement, offer practical steps or resources that can help address these issues. For example, after noting the need for more detailed market analysis, you might add, "Consider using the latest industry reports from [specific source] to enhance your analysis." This not only clarifies what needs to be improved but also provides a pathway for achieving those improvements, encouraging a proactive and supportive approach to development.

‘Praise in public, punish in private’ Morale is critical in any organization. Of course, using the term “punish “ loosely, Professional leaders must be prepared to address performance promptly and swiftly, Well, still maintaining a healthy atmosphere. As a general rule, disagreements on policy or operations should be dealt with behind closed doors. Conversely, exceptional performance, and achievements by team members should be lauded publicly and often, to remind the entire team that We celebrate successes and encourage growth.

Good leaders can be found in the way they continue to encourage their counterparts and remain positive even when results do not match expectations. When results are not as expected, feedback provides insights that enable the system or processes to be questioned. Feedback is also used to ensure that employees apply the process with understanding, or to find out if the process or method is no longer adapted to the market or customers. A leader who locks himself into reproaches has not understood the purpose of feedback and will not be able to help either his staff or his process to progress. Feedback is a two-way process that enables a constructive exchange.

Mantente positivo al proporcionar comentarios constructivos en la planificación operativa, centrándote en soluciones y mejoras en lugar de solo resaltar los problemas. Es crucial adoptar un enfoque que motive y empodere al equipo, en lugar de desalentarlos con críticas negativas. Por ejemplo, en lugar de simplemente se?alar un error en el plan, podrías sugerir alternativas o estrategias para corregirlo. Este enfoque constructivo fomenta un ambiente de trabajo colaborativo donde se valora el aprendizaje y la mejora continua, lo que puede aumentar la confianza del equipo y la eficacia en la implementación del plan operativo.

Las observaciones o recomendaciones siempre seran mejor recibidas si las expresa en positivo, y el resultado sera mucho mejor. El idioma es tan amplio q plantearse en positivo, no solo mejora el documento sino tambien la relacion personal.

To encourage someone to work with spirit and vigour, we need to appreciate him for good works and those issues he or she could not perform to my satusfaction, I need to tell him yes you did good but if you did like this it would have been better.

Swift and timely responses on issues that affect operations are crucial hence the need to always have a clear reporting structure so that matters are reported in time.Quick feedback with immediate teamplayers is also crucial as it might also save the organisation from heavy losses

Un buen comentario puede perder validez cuando no la acompa?a la oportunidad. Por lo tanto, si no es necesariamente opirtuno, el silencio es mas util q su comentario tardio en el tiempo.

One of leadership philosophies I believe in is late feedback is no feedback not just in professional settings but in personal life as well timing of feedback is what makes it most effective for both the parties in the process

Be on time which usually means be early and be prepared. Be ready for the standard questions, but have a pad and paper to write the unusual ones down to be ready for the odd ones next interview. Never go through an interview with a mind that you got the job already, sell yourself, be professional and just relax. Every person I have interviewed with has appreciated a smile from me but not given a smile back, stone cold killer face is what I usually see. Hang in there, don't give up the fight!

In the realm of operational planning, time is of the essence. Timely feedback ensures that issues are addressed promptly, opportunities for improvement are capitalized upon, and momentum is maintained. In my experience, I’ve found that doing the following enables timeliness: ? Seize the Moment ? Utilize Real-Time Data ? Prioritize Urgent Issues: ? Strike a Balance ? Foster Continuous Communication timely feedback is indispensable for driving continuous improvement and achieving operational excellence in today's dynamic business environment.

This is an extremely important step. You must be willing to adapt to the stakeholders you are working with to keep them engaged. You must also be willing to listen and correlate discussions to their knowledge base while keeping sight on the intended objectives. Act as a facilitator that has an understanding of the stakeholder interests - they aren’t always the same even within the same business unit.

Feedback is an art where effective dialogue can close the gap between expectations of management and efforts of the employee. No one comes to work to fail and leaders have the pleasure of guiding success in their organization. Always keep the discussion positive since closing the gap brings fortune three times…for management, the employee and the firm. Leaders generate opportunity for employees to succeed.

Encourage dialogues and stay positive . Great learnings and positivity to share back. Stay firm and focus on your motives……………

Fomenta el diálogo al priorizar la comunicación abierta y el intercambio de ideas. Sin embargo, no se trata solo de expresar tus propias opiniones, sino de comprometerte con lo que los demás tienen que decir. Esto implica prestar atención plena a las contribuciones de los miembros del equipo, demostrando empatía y comprensión hacia sus puntos de vista. Al hacerlo, no solo se fomenta un ambiente de colaboración, sino que también se enriquece el proceso de planificación al aprovechar la diversidad de perspectivas y experiencias. La escucha activa facilita la identificación de soluciones innovadoras y promueve una cultura de confianza y respeto mutuo dentro del equipo, lo que fortalece la efectividad y el compromiso con el plan operativo.

Una tecnica interesante es la dialectica q permita al originador envontrar sus propias falencias no advertidas. No es facil pero si brillante.

While it’s important to point out areas for improvement, it’s equally crucial to offer support and resources to help address these areas. This might involve suggesting training sessions, providing reading materials, or offering to assist with specific tasks. By doing so, you’re not just identifying problems but also actively contributing to the solution, which can be incredibly motivating for the recipient. As Simon Sinek said, “Leadership is not about being in charge. It’s about taking care of those in your charge.”

As a leader we must hold ourselves accountable. We need to look at the situation and ask ourselves what have I not provided to allow my team to be successful? When we own that responsibility we grow better teams.

Offer Solutions and Support: When pointing out areas for improvement, provide actionable advice and offer assistance. For example, if a deckhand struggles with a task, suggest specific training or resources that can help.

Encourage Two-Way Communication: Feedback should be a dialogue, not a monologue. Encourage the recipient to share their perspective and ask questions to ensure mutual understanding. Follow-up: Check-in after giving feedback to see if improvements have been made and to offer further support if needed. This shows your commitment to their development and reinforces the importance of continuous improvement.

Consistent follow-up is crucial for effective feedback. In my experience, regular check-ins foster a culture of continuous growth and support in the workplace.

é importante construir um plano de desenvolvimento individual para que possa melhorar os pontos fortes e desenvolver as oportunidades de melhoria.

Properly identify the root issue. Often people will seek feedback on symptoms of their real 'issue' as the symptoms presents their pain points. However, if you offer substantive feedback on the symptoms, you're not really helping them with their root problem. As you help them address the symptoms, the real issue may manifest itself in other ways. Properly identify the 'problem', 'issue', or 'decision' before offering feedback.

Don’t forget to measure, assess and evaluate the data-point trajectories of all pre-determined Key Performance Indicators re: assigned line activities for FY MAF “cascade.”Paint a 360degree picture of evidence designed to inform, enlighten, train, improve “full picture” feedback: I) Were the outcomes “successful” throughout the *implementation/execution* of mandated priorities as determined in the “operational planning” phase? 2) Was Risk Asses & Mitigation Strats accurate as (Green, Yellow, Red?) What was unforecasted? Why? 3)Were unexpected issues managed responsibly with accountability? 4) In 2001, Col MARC Rouleau66A, taught RPIE: Research, Plan, Implement & EVALUATE! (when we were encouraged to actually THINK.) Never forgot. Miss him.

It all starts with a clear understanding of the requirements for every person. This is best done by having a limited number of metrics/KPIs that align with the corporate/business unit/functional strategy’s. Once they are established every manager should meet with their people individually to gain an understanding of how they each support and contribute to those metrics. Then it is simply a matter of meeting throughout the year on how the specific area is performing to the metrics, if people are meeting their commitments to the metrics, and if adjustments need to be made. This way the feedback is more objective and people are getting feedback as often as the metrics are updated and from managements private feedback on a recurring basis.

En la planificación operativa, proporcionar comentarios específicos y eficaces es esencial para mejorar el proceso y garantizar su éxito. Mantener un enfoque constructivo, fomentar el diálogo y la escucha activa, así como reconocer las fortalezas del equipo, son aspectos clave para impulsar la colaboración y el rendimiento. Al ofrecer apoyo y orientación, se crea un ambiente donde se valora la contribución de cada miembro, lo que promueve la confianza y la motivación para alcanzar los objetivos establecidos. Estas prácticas no solo mejoran el plan operativo actual, sino que también sientan las bases para un éxito continuo en el futuro.

Be open to feedback as well. It does flow both ways, and you just might learn something yourself. Some people simply take feedback differently than others-much like students, one size does not fit all.