How can you avoid common feedback mistakes?

Start with acknowledging that the purpose of the discussion is continuous learning. The focus is not the ‘mistake’ but what take aways - in specific context - add to your skill set as you move forward. Often things that don’t go exactly as hoped provide the most opportunity to grow. Study the context and the alternative actions that could have led to a better outcome

You must acknowledge that the future is shaped by your past experiences and emotions, as well as their contributions to date. It's crucial to be attuned to their energy levels and discern whether their focus is directed inward or outward. Additionally, it's important to reflect on the motivations of your team members and understand what drives them to contribute more.

Some simple rules to follow: - Give positive feedback in public - Give constructive feedback in person - You can discern whether the person really values your feedback, else just keep quiet - Do not try to be politically correct and give false positive feedback to make the person feel better while they have screwed up. That will cause more harm - In a group feedback session, do not follow the sheep. Either be brave and state the facts in a constructive manner or just keep quiet!

Give concrete examples: Start by citing specific instances or examples of the behaviour or performance you're addressing. Instead of saying, "You're not engaging high enough in the account", say, "During the recent sales cycle at X Bank, you didn't get access to the Economic Buyer when the program was de-prioritised and the deal slipped".

Guide the submitter into a structured Q&A. Other alternative, constitute a database with keywords to provide an accurate feedback

Time is the key element in the feedback process. giving timely feedback solves will let you come back to the right track & avoid more mistakes

Every manager must know his team and the individuals in the team and must know how to give feedback at the right time. This feedback, whether positive or negative, must be placed at the right time because only then can it have maximum effect. In the case of a mistake, it is necessary to warn as soon as possible about the wrong work or approach to work (so that the employee does not repeat the same), and in the case of a good result, it is necessary to send a positive message with quality and time, so that the employee makes an even greater contribution within the team. When it's time, the manager has to evaluate himself, but he shouldn't wait too long with feedback (it should definitely be within 1 - 3 days of the event).

In conjunction with being timely, it's also important to be discreet. Never put an employee at the risk of losing face or credibility in front of colleagues or customers (unless circumstances are extenuating). Addressing an issue in a timely manner is key, but always wait for the opportunity to pull the person aside and provide feedback privately.

Customer & Time is everything in any business. Same you should apply for feedbacks give | take. Work on the strengths of each individuals rather weakness, critical feedbacks share in private and at earliest, understand the root cause, allow to heal and gear up for new challenge.

Providing feedback beyond the immediate moment offers the advantage of thoughtful reflection, minimizing emotional reactions, and providing a comprehensive context. However, delayed feedback may miss the opportunity for immediate improvement, lose relevance, and make it challenging to recall specific details. Striking the right timing is key to maximizing the positive impact of feedback.

Feedback is seriously lacking in organisations today. Employees and managers are so caught up with the day to day tasks and not enough time is given to 121 feedback from both stakeholders.

Providing fair feedback to coworkers is crucial for their professional development. I have consistently used the following mantras at work. 1. Be explicit: Give particular instances to back up your comments. 2. Pay more attention to deeds than to personality features. 3. Emphasize your strengths: Keep conversations constructive and upbeat. 4. Apply the sandwich approach: Begin with compliments, then talk about improvement, then conclude with a compliment. 5. Show empathy: When providing feedback, take the recipient's viewpoint and emotions into account. Speak with courtesy and encouragement. 6. Promote conversation: Invite the receiver to share their thoughts and ask questions. Assess their development and extend your help.

Balanced feedback is important, but it needs to be within the context of the employee's performance. If you have an employee who has a significant performance problem, it is ok to give some words of encouragement, but they also need to understand the impact of their work and the need to turn it around. A "balanced" message may not elicit the appropriate corrective actions. Likewise, if you have a top performer, giving them suggestions on how to grow is great, but they also need to appreciate their value to the team.

Not being balance Avoid sugarcoating any mistake. Be firm and bold enough to address the issue in order to come with a positive solution to the problem. We cannot guarantee a timely solution if other areas were not explore well.

This is tricky. In every failure there is something good as well. And in every success there is something to improve in future. To give objective and balanced feedback, using some feedback model helps. They are structured, objective leaving very little room for subjective feedback.

In my experience providing feedback to employees, whilst maintaining a respectful tone can be challenging, as constructive criticism may be misconstrued. It requires careful articulation and reference to positive outcomes, to ensure the message is helpful and encouraging rather than perceived as negative or judgmental.

Communicating properly and truly is part of being respectful with people. Body language also play some role of being respectful when facing one to one with other people.

Not being respectful Respect is two way Being under the management you as their leader should respect them and lead them by showing respect to their work. If they commit mistake tell them directly in a discreet way not by humiliating them in front of others. Remember you as their boss resembles their work ethic on how you treat them.

Respecting your people are very important to thier selves and to the company as well, being respectful to your employees makes them feels that they ate works in a family bases place not to be like an employee who is just work for money only

Eine kleine Hilfe, um abzusichern, dass das Feedback respektvoll und wertsch?tzend ist, ist die WWW-Methode. Sie gibt ein Raster für die Formulierung des Feedbacks: Was ist meine Wahrnehmung? Welche Wirkung hat das auf mich? Und was ist mein Wunsch für die Zukunft? Der Feedbackgeber klagt nicht an und wird nicht verletzend. Er bezieht die getroffenen Aussagen auf seine ureigene Wahrnehmung und der Feedbacknehmer kann entscheiden, was für ihn relevant ist und was er für sich mitnimmt. Idealerweise formuliert der Feedbackgeber in Ich-Botschaften, um m?glichst neutral zu bleiben. Ich habe damit in vielen Situationen super Erfahrungen gemacht: Sei es zwischen Peers, mit Mitarbeitern oder im Coaching von Führungskr?ften. Probiert es mal aus!

When things are not done as expected or the progress is not what it should be, being convinced that every member of my team wants to do their best, the first thing to get right is whether the expected outcome and the reason why it important are understood. If people don't have a clear view on what the expected and why it is important, negative feedback is not constructive at all. As managers i always need to make sure we are aligned towards a common target. In the case when we are aligned but outcome is still not what we expected it to be, i think to be constructive and respectful you need to be open, listen and understand first why the outcome is not as expected, what are the hinders, the problem and what are the proposal for solving it.

Cuando se promueve una realimentación desde la perspectiva de buscar culpables, se desdibuja el propósito constuctivo del ejercicio. La retroalimentación se construye desde el momento en que nace el proyecto, generando conciencia de la importancia de celebrar el triunfo o aprender de los errores con la mira en el crecimiento. Dicho esto, podemos afirmar que la retroalimentación provista desde el deseo de crecer y agregar valor se vuelve una herramienta fundamental para lograr los objetivos propuestos.

Ask before you give feedback and then be focused on a positive but constructive one. 1. Be clear and respectful in words. 2. Stop monologues and repeating the same. 3. don’t be shy to ask if your detailed feedback is requested Talk from the positive corner. Be useful.

If not being constructive, what's the point of providing feedback? However, one needs to consider the context of "constructive". In other words, it may not be constructive to the individual, but rather constructive to the business. For example, if an employee is consistently late with deliverables, diving into the root cause may or may not be warranted. However, the person's need to improve on-time deliveries is constructive to the business and needs to be focused that way.

Being constructive is a two way route, i.e. it is somewhat easier to give a feedback that is constructive from givers opinion, whereas the receiver may see the proposal in totally different light. And if feedback is not received well and therefore doesn't lead into desired outcome, it is hard to call it constructive. It typically helps to know the person and her/his preferencies prior to jumping into giving feedback, and think about the background of the situation asking for feedback, as well as person's preferred method of communication; then personalize the message and secure there are no unnecessary room for misunderstandings.

Feedback ist immer zwei Seiten. Auf der einen Seite das Feedback zu geben. Auf der anderen Seite, Feedback selbst zu erhalten bzw. einzufordern. Feedback wirkt nur dann authentisch, wenn man selbst dazu bereit ist Feedback zu erhalten. Unabh?ngig der Art und Weise wie man das eigene Feedback erh?lt, sollte man offen dafür sein und es nicht als Retourkutsche des Feedbackgebers sehen. In der Rolle des Feedbacknehmers kann man sich selbst reflektieren und sehen was man selbst als positiv aufnimmt und die Art und Weise des Feedbackgebens selbst adjustieren.

It is important to have empathy for the person that you give feedback to, try to understand their situation. Don't forget to ask them how they perceive what you said, how they feel.

Missed chances for development, education, or creativity result from being protective or closed-minded. It could lead to poor decision-making that produces less-than-ideal results, strained relationships, and a bad influence on morale and teamwork. In the end, it results in restricted personal development and a bad work atmosphere that lowers employee satisfaction and productivity overall. Difficulty in Resolving Conflict: It can be challenging to effectively resolve conflicts when one is defensive or closed-minded. Long-lasting disputes may result from you becoming firmly committed to your position rather than looking for a middle ground or a compromise. New ideas may be rejected out of hand when a closed-minded mindset prevails.

Es muy importante mantener la escucha activa. Quizás detectemos otro tipo de problemas que van desde la situación personal hasta la falta de formación adecuada. Recuerda que el feedback busca querer mejorar y para eso hay que analizar la situación y tener la mayor cantidad de información posible.

One has to be open minded to grasp and apply the feedback provided. Feedback may or may not be totally worthy but one needs to listen or gather the same at first place and give a thought process to understand if it adds value or helpful or not. If there is an confusion or disagreement, it can be worked out or clarified with the person providing the feedback on what they had visualised when the feedback was provided to understand the reasoning behind it. This will also open up constructive feedback channel which can be productful and mutually agreeable with clarity

I recall a discussion with a senior executive early on in my career (around 30 years ago) and the link he made between respect for the individual as a value (it was one of he company's values) and giving feedback. All too often, leaders dodge giving direct feedback and by doing that, they withhold giving the recipient a valuable gift he or she can do something with to improve. Giving feedback is the respectful thing to do, because of the belief you show in the person's ability improve and giving them the opportunity. This realisation resonated with me in a big way.

It is important to have empathy for the person that you give feedback to, try to understand their situation. Don't forget to ask them how they perceive what you said, how they feel. In a lot of situations, feedback is based on opinions of other people about how an individual actually fit on an team. In those cases make clear how others interpret certain actions rather than say to the individual what his doing good or bad.

I feel that this list is quite complete. I would only like to add a few final touches: - Be always aware that the Receiver goes through the fιve stages of change: Deny?- Defend – Explain – Understand - Change. Adjust accordingly your behavior to help them go through these stages smoothly. - Begin by using expressions which focus on the specific case and on what thoughts, feelings or beliefs such case has evoked in you (eg. "When you said that/acted like this, I felt/I believed ....") - when you accept feedback, repeat it by restating the other person's comments to make sure you have understood what they said. - It is important to say "Thank you" both at the end of giving feedback to someone, as well as at the end of feedback given to you.

Giving feedback is one of the most important aspects of helping a team member to improve. It is effective when the person is in right open frame of mind to listen actively. One practical way to have an engaging feedback session is to not restrict only to negative feedback or talk only about improvement topics about the team member. Every professional has a few good skills or behavior; so a few good feedback also must be discussed and if possible, discussed first. This must be conveyed with genuine effort so that it establishes connection, and a few examples can be quoted as well. So, talking about harsh feedback only may lead to a completely negative environment to discuss the feedback and can be avoided, at no loss.

You will not be doing the employee a favor if you avoid giving negative feedback. They can only improve if they know something needs improvement. Providing feedback shows that you genuinely care about their future and want to help them improve. It is also important that the employee understands this