What are some ways to give feedback that is both constructive and motivating?

When you're considering giving feedback, think through Caitlin Walker's Clean Feedback Model. - What specifically did you see or hear? - What was the meaning you made from that? - What was the impact of that on you, or on the situation? What I love about this evidence - inference - impact structure is that it starts with specific observations, and acknowledges the role of your own internal meaning-making machinery. *You* make the meaning: it's not "out there". When you give your feedback, starting with specific observations and acknowledging your own meaning-making helps the other person to understand where you are coming from - which in turn makes the feedback easier to accept and to act on.

O feedback precisa ser específico, ou seja, requer que o líder traga clareza dos fatos. O fato precisa ser dito tanto nos feedbacks construtivos quantos nos corretivos.

Don't forget to ask the employee how he heard the words you directed him, and then further clarify potential ambiguities in your perspectives on a situation if they exist.

In a mentoring role, the specific feedback provided must include the examples and data to support what you want to achieve together. Ask questions to understand their perspective and thoughts about what may have gone well, not so well, in hindsight did you feel prepared enough? The next step is to map out an effective strategy for improvement that enables both parties to feel supported as well as successful in each designated role and schedule a follow up time to check-in.

Motivation matters. For feedback to be constructive, come from a genuine place in which your focus is on how to support the person to do and be better in the context of their role, with the improvement of the overall organization or division. With this in mind, keep communication to the matter at hand. Allow the person to whom you are giving feedback a voice in the interaction, ensuring that there is mutual understanding. Your tone is also important. Be encouraging, even if you need to be firm. Avoid being condescending. Be confidential, and this includes being in a physical location which is private. Provide a copy of the interaction after it has concluded and ensure you are on the same page. Lots of good nuggets in the article & comments.

Don't give constructive feedback and expect people to respond immediately in the moment. Feedback can activate our "lizard brain" and feel threatening. To have constructive and motivating exchanges, make it a 2-way conversation, and be sure to build in more than one meeting. Focus on outcomes and actions, not personal traits, and design process that includes cycles of feedback, so people expect they'll have the opportunity to reflect and respond.

It's crucial to give feedback once you've grasped the other person's perspective. Employing powerful questions and active listening can help you determine if feedback is needed, how it can benefit the other person, and the best way or setting to deliver it.

O líder precisa previamente organizar e estruturar sua fala antes de realizar o feedback. Entretanto, n?o deve deixar passar muito tempo após a ocorrência. Recomendo que em até 3 ou 5 dias após a situa??o , o feedback seja realizado . O momento de diálogo deve ser em um local reservado e tranquilo , a fim de garantir respeito, discri??o e para que nenhum ruído e/ou interferências externas possam atrapalhar o diálogo .

Feedback becomes more impactful when it's paired with solutions, suggestions, and words of appreciation, enriching its value.

In the moment is a good idea where possible as it provides context straight away, rather than some vague reference some time in the future (eg. year end) when it's not so clear what it relates to and how you can make improvements / continue doing things well (as you can't remember the example it arose from in terms of context).

This is where I think most people get it wrong. We either end up sounding too direct or too vague. The key idea is to 'actually' try to look at things from the other person's perspective. A lot of conflicting situations would be resolved easily if we had the ability to view the situation as the other person does, understand the motives and say things accordingly!

I've found that collaborative feedback works well, as it also gives the other person the stage to decide their own fate. It also allows them to feel heard, while also giving information that might have been missing. Personally, I also spend a lot of my time analyzing people in their day to day. This information is vital in figuring out delivery. What one person finds respectful is often not the case for everyone. Coming into it knowing that we are all unique and see the world differently, allows me to go into it knowing I'm about to learn more. It seems to lower barriers just about every time.

When giving feedback, focus on specific behaviors or actions rather than general traits. Offer praise for what was done well and provide specific suggestions for improvement. Additionally, frame feedback in a positive and encouraging manner to motivate the individual to continue growing and developing.

Starting with positive examples of behaviour being displayed generally is received positively. Being clear about what your expectations are and improvements when not delivering in a particular area is important to raise. Recommendations are to ask if a staff member needs assistance or procedures to help first prior to discussing areas of concern.

Avoid the SH*T sandwich, which is often taught. Have you ever been told to give people a good piece of feedback that is constructive and supportive of what they are doing, then a negative piece, followed at last by something positive again? If so, all this does is to train your people to expect something negative to follow whenever you say anything good. This is not helpful!

Please refrain from overly praising someone's work just to later list numerous areas for improvement. It's essential to be authentic in your feedback, genuinely aiming to help others improve. Additionally, avoid vague comments that might leave individuals unsure about what specifically needs improvement.

Avoid giving feedback devoid of rapport and context. In essence, feedback given with the intent to harm - personally or professionally, can have lasting consequences. Avoid making feedback a monologue - what is said and how is as necessary a skill as the receiving and applying; both parties should benefit. Individual experiences shape our worldviews, which shape how we carry and process criticism. Avoid assuming a one and done or a one size fits all approach to feedback as that lacks genuine concern. Remove stumbling blocks as a help to the giver and receiver of feedback!

Avoid feedback that is discriminatory, racist, and sexist. For instance, being told, "You're too nice to be doing this type of work," is not a compliment. Sadly, this is common in health care.

So long as you give feedback that is honest and if there are improvements you can see can be made in behaviours etc that you can demonstrate how the individual could achieve them, then you should be on the right lines. One thing that is annoying is when the feedback is negative but it's mainly down to different personalities and how individuals approach challenges differently. Plus, where there's the comment that you should improve but don't provide any practical suggestions of how.

Nothing can help to build trust more when giving feedback than when you have someone's back. If you're giving the feedback from a place of genuinely wanting the other person to develop and grow they intuitively pick this up. So much feedback is given from a place of superiority or as a way to vent anger about things and this rarely leads to a strong relationship.

Give feedback to yourself first, then tailor it to your audience. Deliver what is necessary and critical in order to move forward. Give feedback to a neutral party. You may discover what you are meaning to say is being heard a ways away from what will drive change, productivity, healthy relationships and / or long term success. Give feedback on successes and failures - offer employees opportunities to remain relevant in their respective roles in order cash in on feedback; allow them the glean from other experienced persons in the field.

Aas a teacher, facilitat9r, coach, trainer mu work is underpinned by feedback. It is what helps me shape the way I work and my services As a leader, I am also in a position of developing others and very mindful and take the responsibility seriously of giving feedback Key things Stick to the facts as in what you observe Highlight strengths Draw out what could help things even better. Notice, I haven't mentioned weaknesses I did am observation recently of am excellent teacher and my feedback was to incorporate role play to make it more experimental Feedback is about what can be fed forward your improve. Be positive and acknowledged the work

In a facilitation context, feedback is often most valuable when it's useful for both the individual and the group. So when I'm choosing whether or not to offer feedback on a particular point, I'm also thinking about how I can generalise it out to build the whole group's insight, how I can make sure individuals don't feel picked on or spotlit uncomfortably, and how to bring the group in to explore the point further in a way that brings in different perspectives, greater contribution and more learning.

When you’re passionate or otherwise emotionally charged, practice giving the feedback until you’re more neutral then deliver the feedback. If you’re using email, take steps to soften the tone to the extent possible.

From my experience, so far, the sandwich method works wonders as you start by highlighting the positive feedback then move on to the things that need to be worked on, and end on a positive note with constructive feedback.

The feedback is consistent with one-to-one expressive active listening. Begin how you intend to continue. Select the ideal moment. Admit that you have communication difficulties. Lead by example and accept some vulnerability. Discover points of agreement. Choose your battles wisely, but don't ignore issues