How can you give feedback to multiple recipients without confusion?

There’s way too much emphasis on constructive feedback in these AI generated articles and in the working world in general. It’s a mindset problem. It’s in our conception of what work should be like. In this twisted though popular worldview, a big part of a manager’s jobs is to tell employees what they did wrong, and what not to do again. If our “feedback” were praise and encouragement, would there be thousands of articles and podcasts on how to deliver it? We know the answer: there wouldn’t. If we have to give a lot of constructive feedback like, Do that differently next time or please don’t do this again, it’s our failure. Where’s the training that might have avoided the misstep? Where’s the accountability on the part of managers?

??Know your purpose to shape feedback effectively. ???Segment feedback to address individual needs and contexts. ??Be specific and clear to avoid misunderstandings. ??Deliver feedback in a structured format, like meetings or emails. ??Use consistent language and tone across recipients. ??Encourage two-way communication for clarification. ??Highlight positive aspects before suggesting improvements. ??Follow up to ensure understanding and implementation.

One of the ways I found useful - Is your feedback on the past or rooted in the future. You can ruminate on the past or choose to focus on actions for the future. In order for feedback to be successful, the receiver needs to be willing to receive it.

I've found it helpful to ask the team their thoughts on what worked, what didn't work, and/or what can be changed. This inquiry inspires ideas, and while constructive feedback can occur, it's not the primary point of the conversation. Feedback is meant to inspire, encourage, create space for reflection, and course correct, as needed. The dialogue generated from this type of discussion allows for adjustments as needed.

First let us make people to understand and importance of why? If they clear on why and they can realise what they missed and due to which what is impact created. If they are understood this core value feedback will be taken in positive manner. Feedback should given once completely heard from them

Be available to offer guidance in the moment. Help people learn how to do things right so you don’t have to bother yourself or them sharing. Constructive feedback later. We all know positive reinforcement is far more effective, kind and professional than corrective feedback so let’s work to make constructive feedback rare or nonexistent. That’s leadership 101.

I think we need to stop using the word Feedback as all the feedback tells you is what is missing for the other person (ie. that person who is giving the feedback). We need to reframe feedback to getting an understanding of others needs. Then you deciding if you should be the person to satisfy that need. Feedback is not about the recipient it is about the person who is giving it!!!

As a staff software engineer leading Growth Engineering at Amplitude, feedback took on multifaceted forms. When diving deep into code reviews or intricate technical discussions with my team, I preferred face-to-face or video calls. This allowed for real-time collaborative problem-solving and clarity. On the other hand, when discussing larger monetization strategies or providing overarching project feedback, written formats like email allowed for structured communication and easy reference. It's vital to match the feedback's complexity and gravity with the most effective medium. Always prioritize clarity, understanding, and respect for the recipient's preferred communication style.

Unless something has horribly gone wrong, there is no merit in giving critical feedback in group gatherings. In fact, there are high chance, that the group gets demotivated and starts disowning your credibility. This is because - Negative sentiments spread very fast, and especially in a group, it's fatal. I usually try to boost the motivation and energize the people in group gatherings by calling out all the good things that have happened and maybe 1 or 2 generic areas of improvement. Beyond that, I refrain from giving specific and critical feedback in public. Rather, I call for 1-on-1 and use the feedback approach explained in the above section. That way, the message is customized, clear and conceived.

Feedback is most effective when timed close to the event. While considering what format, make sure you give it quickly. This of course must consider the reason for the feedback. Sometimes feedback is just to share your personal feelings in a non-judgemental and non-negative manner. It clarify. It doesn't need any other agenda than building relationship understanding.

I can’t see any good reason to segregate feedback into its own category. It’s just conversation. Any conversation is going to include a mix of topics and perspectives. Feedback doesn’t have to be its own thing, and there’s no benefit when it is. Sometimes has a manager it can be hard to keep your counsel and let the people on your team do their jobs the way they want as opposed to the way you want them to. Learning to let go is a huge part of the leadership journey.

What I've found helpful is the book, Thanks for the Feedback by Stone and Heen. It does a great job breaking feedback down and approaches to giving and receiving it.

There were many times when I would have so wanted to know how my boss wanted it done. Guessing into a black hole is demoralizing.

Well, you differently hit it on the spots. Communication takes skill and lots of reading others. The old way of doing things will no longer works. First listen before we can react. Being in my industry for almost three decades. Time have changed from the time i was manage by others. I provide listen and react for anyone who’s wotk with me. Your people don’t work for you. They work with you. We get more when we are willing to listen. In my opinion.

The question is "How can you give feedback to multiple recipients without confusion?" So it depends on how many people and the purpose. Is it general feedback or more personal, customised for each individual. The tailoring will depend on the purpose.

I think we need to stop using the word Feedback as all the feedback tells you is what is missing for the other person (ie. that person who is giving the feedback). We need to reframe feedback to getting an understanding of others needs. Then you deciding if you should be the person to satisfy that need. Feedback is not about the recipient it is about the person who is giving it!!!

We shouldn’t forget feedback says as much if not more about the person giving it than the person it’s intended for. Be aware of your values, assumptions and attitudes when framing your feedback (or receiving it).

At Amplitude, leading Growth Engineering often meant navigating diverse team dynamics. It's crucial to guard against biases when providing feedback. There were times when a developer's recent success might overshadow areas needing improvement, or vice-versa. Relying solely on recent memory or letting a single positive or negative event shape feedback was something I actively avoided. By consistently grounding feedback in objective metrics, specific code reviews, and project outcomes, it became easier to keep biases at bay. Moreover, continuous self-reflection and open dialogue with team members ensured that feedback remained accurate, relevant, and ultimately, conducive to genuine career growth and development.

Start by being clear and specific, stating the purpose or reason for your feedback. Avoid misunderstandings by unbiased and utilizing vauge language. This will certainly avoid ambiguity and assured that all receive dialogue with structured communication.

I'd start with the positive, all the places where the person is shining. Focusing here will help them to understand their strengths, and then move to the places where the individual needs to focus. Instead of ending it here, share some tips on how to get better, and offer help to achieve them. I believe in "praise in public and criticism in private works well".

The sandwich works well at times but can be overused, which leaves people not hearing the initial positive piece and waiting for the proverbial "penny to drop". I like the 'Radical Candor' approach or more recently I've been incorporating the 'Feedback Wrap' which has proved successful

In my capacity at Amplitude, finding the right equilibrium between commendation and constructive criticism was paramount. Positive feedback, such as applauding a team member's innovative approach to a monetization challenge, set a precedent and encouraged others. On the flip side, pointing out areas needing refinement was equally vital to maintain the high standards we set. I often employed the sandwich method; for instance, praising a developer's efficient code, addressing areas where performance could be optimized, and concluding with their continued growth and contributions to the team's overarching goals. This approach not only ensured feedback was well-received but fostered a culture of continuous learning and improvement.

Seems like this article use of feedback is designed for coaching or correction. Feedback is powerful as simply sharing my feelings and thoughts in response to what happened. It allows clarity in communication and understanding without assumption. It doesn't need to nudge the other person in any direction. Just build a more clear platform for future relationship.

The sandwich method is a great strategy to ensuring your feedback does not come off as harsh or overzealous. A balance of both positive and negative feedback allows the individual to celebrate their successes, recognize areas of opportunity and utilize their skills to move forward and handle a future situation differently.

Giving feedback should not be synonymous of critique. I would use my words wisely if I need to say something that the other person may take wrongly. It is also really important to ask for their opinion and to know if they agree or not to what you are telling them. Feedback should be more like a conversation.

Regular conversations, in the moment, generally eliminate or, at the very least, minimize the need for “constructive feedback.” Conversations before, during, and after a job or project allow employees to express any concerns about the project or their abilities to meet expectations and have them addressed in a timely manner before they become an outcome that requires “feedback” after the fact. “Praise,” on the other hand, goes a long way toward helping individuals grow stronger and more confident.

Make sure that measures of inclusivity are displayed so that everyone will be offered a chance to give feedback to the reason of the project that is to team inspired. Always provide a context of examples which assists recipiants complete rational for the meaning of the project to be done.

Tell them they are NOT alone in receiving this type of feedback! Our ability to take feedback on board, is the only thing that will make us become effective and respected leaders. Tell the person you’re giving feedback some examples where other leaders have received similar feedback and how they were able to turn it around. Let them know exactly what success looks like if they implement this feedback - Example “You’re not alone, leader X /or I received similar feedback when (share example). I know it’s hard to hear this, and the thing that will turn this around, is how you (give ideal outcome) - Pause for reaction - how can WE make this happen?”

I believe that using examples from real life makes giving feedback easier If you want to convince him to try new methods or change his current techniques,, tell him about the football player that used to play as defender but his coach changed his position to striker like as ( Livandofsky)

All feedback is confusing when communication is poor. So work on that first. Make sure the medium and the message are appropriate for the audience.

By employing specific strategies gives strategic feedback to multiple recipients in a way that minimizes confusion and maximizes effectiveness and minimizes misunderstandings.