What do you do if your mid-career employee needs constructive feedback for professional growth?

In my view, career advice and preparation are essential throughout one's professional journey, as career development is a lifelong process. Mid-career often brings a sense of plateau due to routine tasks, lack of challenges, or seeing peers with less experience advancing faster. Recognizing these feelings is the first step toward change. By staying proactive, continuously learning, seeking advice, and being adaptable, professionals can overcome mid-career hurdles and continue to grow. The key is to stay open to new possibilities, align actions with personal values, and take deliberate steps toward long-term fulfillment and success.

The best way to help an employee grow is to give them constructive feedback. Here are 3 simple steps: - Recognize their strengths - Point out areas they can improve - Give clear, actionable advice This will support their growth and improve team performance.

Entender las necesidades y cuáles son sus prioridades para el futuro nos dará mejor comprensión y poder enfocar nuestra recomendación y plan de desarrollo. Nos ayuda a evaluar su posición actual en términos de las habilidades y fortalezas que se deben reforzar para definir un plan que le permita crecer y lograr nuevos desafíos .

When providing constructive feedback to a mid-career employee, it’s important to approach the conversation with respect and clarity. Start by 1. Acknowledging their strengths and contributions, showing that you value their experience. 2. Frame the feedback as an opportunity for growth rather than criticism. 3. Be specific, offering examples of areas for improvement and the potential impact on their career. 4. Focus on actionable steps and provide resources or support, such as mentorship or training, to help them develop. 5. Ensure it’s a two-way conversation by encouraging their input and addressing any concerns. And, always remember that the goal is to inspire progress while maintaining confidence.

The first thing is to have a private conversation with the team member. Before diving in, remind the team member of their aspirations to move into a leadership role and the strengths they consistently demonstrates in project management. The discussion should be more of a collaborative effort to map out her growth path. Your feedback should focus on highlighting potentials, addressing areas for development in relation to her leadership aspirations, and ultimately, empowering the team member to take ownership of their career journey.

Since it is not a beginner the most important part is to build on their previous experience by helping them evaluate it. Bridge their gaps in self-awareness, as having the knowledge and the history they are most probably capable of achieving their goals once they become aware of things they overlooked.

Yo uso una regla general, tanto para mi equipo en el trabajo como en mi familia. Elogiar en público y llamar la atención en privado. Esa es la razón por la cual, se debe programar una reunión a solas para dar feedback. Se debe planificar esa reunión, para que se invite al diálogo abierto y tu interlocutor te diga qué piensa y cómo se siente y a partir de allí, mencionar todo lo que está haciendo bien y qué actividades puede mejorar y nuevamente pedirle su opinión de lo que se propone y ver si es factible tomar esas acciones correctivas. Los acuerdos a lo que se llegue en esa reunión se debe comunicar por escrito para que ambas partes tengan conocimiento y se cumplan los acuerdos.

The aim of your feedback should be to help employees overcome mid-career obstacles and grow. Before approaching them prepare and plan your approach - be positive and supportive - demonstrate concern and interest in their betterment - don't use it as an opportunity to deliver a long list of shortcomings - ensure your input is specific, unbiased and actionable - collect relevant facts and examples to support your feedback - provide suggestions and strategies for improvement It's important to have one-on-one conversation in a private and comfortable environment. Keep it confidential.

When planning I would even avoid calling the call or the meeting something like “Feedback Conversation” Some people can already get into fight or flight mode when hearing the world feedback because of bad past experiences. I would frame it as “Development Plan” or something similar

A abordagem e a explana??o do tema é crucial. Preparar antecipadamente a sess?o poderá ter um resultado alinhado com as expectativas.

When delivering feedback, your approach and tone matters. Here are 3 points to keep in mind: 1. Start Positive: Begin your feedback with praise or positive comments to create a receptive atmosphere. 2. Be Specific: Use concrete examples to illustrate areas for improvement. Avoid vague or general statements. 3. Encourage Open Dialogue: Invite the individual to share their thoughts and listen actively to their perspective.

Feedback é essencial para quem deseja avan?ar na carreira. Ao líder ou mentor cabe fazer com que o momento do feedback seja pleno de informa??es relevantes, claro, direto e objetivo. E, principalmente, que traga elementos para que este profissional que está posicionado no meio de sua carreira saiba quais possibilidades de avan?ar s?o viáveis, o que precisa ser feito e o que ainda precisa alcan?ar. Feedback sem clareza é somente uma conversa.

A melhoria contínua, independente do nível da atividade ou do processo, deve possuir uma estrutura consistente. E o feedback n?o é diferente, até porque estamos buscando exatamente isso. Portanto, criar uma base sólida para comunicar o feedback é essencial e trará ótimos benefícios para ambos os lados.

Recently, when I coached an employee who was having some performance issues, I used Socratic Questioning to help them reflect on their situation. I walked them through reflecting on their own observations, feedback from others and me, and what they would do differently. These questions (and the reflective answers given by my employee), set up the employee to be able to set their goals for next steps and future improvement.

Autorreflex?o é uma atitude que sempre deve ser estimulada pelo líder ou mentor. Por isso, é fundamental n?o dar respostas prontas para o mentorado e sim, direcionar, recomendar, compartilhar. Fa?a perguntas provocativas, de forma que o profissional sinta um inc?modo positivo para se mover em dire??o diferente da que está caminhando.

Everyone, regardless of their career level or industry, faces moments of uncertainty. Even accomplished professionals admired have likely navigated similar challenges. So, i would help the employee reflect on their own significant achievements; they're a testament to consistent efforts and dedication. We will consider if they have pursued any recent courses or explored interests outside their career. Perhaps there's a soft skill they'd like to develop. Reflection is key to gaining clarity and making necessary adjustments. Those interests outside of your career can actually boost your productivity and overall performance.

Fa?a com que os receptores dos feedbacks reflitam para que a informa??o seja realmente filtrada. A aplica??o da ferramenta 5 porquês é uma técnica de grande utilidade para tal finalidade.

Ao final deste processo de feedback, n?o terá nenhum ganho se n?o houver realmente um plano de a??o. A fase de aceitar e seguir é o resultado da reflex?o que o profissional deve fazer após receber o feedback, independente se for positivo ou negativo.

Mid-career is a time when employees are most open to feedback, more so than in the early or late stages of their careers. By this point, they are eager to make up for missed opportunities and are actively exploring ways to do so. As a mentor, it's important to set goals that are both time-bound and measurable, yet challenging enough to encourage growth. When employees reach these goals, it boosts their confidence and motivates them to learn more, do more, and contribute more to the organization.

Ajude o mentorado a definir um plano de a??o com metas realizáveis e das quais ele se aproprie genuinamente. é importante que ele adquira confian?a suficiente para perceber que é possível concluir as metas. Além disso, com o plano de a??o em m?os, incentive o mentorado a caminhar sozinho, estimulando a autonomia, e a celebrar conquistas e realiza??es, mesmo aquelas consideradas de menor porte, pois elas também comp?em a jornada profissional e impulsionam a autoconfian?a.

Setting goals is essential for guiding a mid-career employee’s professional growth after providing constructive feedback. Collaborate with the employee to establish specific, measurable, achievable, relevant, and time-bound (SMART) goals that align with their career aspirations and the areas identified for improvement. Break down larger goals into smaller, actionable steps to make them more manageable. Regularly review these goals in follow-up meetings to track progress, celebrate achievements, and adjust as needed. This collaborative goal-setting process not only provides clear direction but also fosters accountability and motivation, empowering the employee to take charge of their development effectively.

Work with the employee to set clear, achievable goals based on the feedback provided. These goals should be specific, measurable, and aligned with their career aspirations. By setting goals, you create a roadmap for development, allowing the employee to focus their efforts on areas that will significantly enhance their professional growth.

Los acuerdos que se llegue en la reunión de feedback deben ser acciones claras para llegar a los objetivos ya definidos por la empresa. Tener una planificación clara y unos KPIs para controlar la ejecución, son claves para una buena gestión de proyecto. Y la persona debe tener claro sus funciones y como se medirá su desempe?o, sugiero dar un plazo de 3 meses para que mejore, si no hay mejora, se debe evaluar moverlo a otra posición que se desempe?e mejor.

When offering support to a mid-career employee who needs constructive feedback, start by expressing your commitment to their growth. Discuss specific resources available, such as training programs, mentorship opportunities, or additional tools they may need to succeed. Encourage them to take advantage of these resources and offer to help them navigate any challenges. Make it clear that you’re available for ongoing guidance and that they can reach out with questions or concerns. Set up regular check-ins to monitor their progress and adjust support as needed. Reinforce your belief in their potential and emphasize that you're invested in their success.

Providing constructive feedback to a mid-career employee is essential for their continuous professional growth. I encountered this in a project where a seasoned team member needed to enhance their leadership skills. Using the SBI (Situation-Behavior-Impact) feedback model, I clearly outlined specific instances where improvement was needed and discussed the potential impact on the project. This approach made the feedback actionable and focused on growth rather than criticism. Additionally, I offered support through mentoring and recommended targeted professional development resources. "Thanks for the Feedback" by Douglas Stone and Sheila Heen is an excellent guide for delivering constructive feedback effectively.

Ensure the employee has the necessary support to achieve their goals. This could include additional training, mentoring, or regular check-ins. Demonstrating your commitment to their development helps build trust and motivation, empowering the employee to take proactive steps towards improving their performance and advancing in their career.

Prendre du recul avec un Bilan de compétence , un coaching de cadre est devenu indispensable afin de permettre au collaborateur de s’engager dans une voie motivante .