Principles for Providing Constructive Feedback

If your feedback isn't changing behavior, you're not giving feedback—you're just complaining. After 25 years of coaching leaders through difficult conversations, I've learned that most feedback fails because it focuses on making the giver feel better rather than making the receiver better. Why most feedback doesn't work: ↳ It's delivered months after the fact ↳ It attacks personality instead of addressing behavior ↳ It assumes the person knows what to do differently ↳ It's given when emotions are high ↳ It lacks specific examples or clear direction The feedback framework that actually changes behavior: TIMING: Soon, not eventually. Give feedback within 48 hours when possible Don't save it all for annual reviews. Address issues while they're still relevant. INTENT: Lead with purpose and use statements like - "I'm sharing this because I want to see you succeed" or "This feedback comes from a place of support." Make your positive intent explicit. STRUCTURE: Use the SBI Model. ↳Situation: When and where it happened ↳Behavior: What you observed (facts, not interpretations) ↳Impact: The effect on results, relationships, or culture COLLABORATION: Solve together by using statements such as - ↳"What's your perspective on this?" ↳"What would help you succeed in this area?" ↳"How can I better support you moving forward?" Great feedback is a gift that keeps giving. When people trust your feedback, they seek it out. When they implement it successfully, they become advocates for your leadership. Your feedback skills significantly impact your leadership effectiveness. Coaching can help; let's chat. | Joshua Miller What's the best feedback tip/advice, and what made it effective? #executivecoaching #communication #leadership #performance

💥 Feedback is a gift they say. But only if you trust the messenger. Too many leaders confuse sharing their opinions of your actions as feedback, and when it’s critical, they might remain silent. But silence doesn’t build trust. Accountability does. If you want a practical way to give feedback that builds clarity and connection (not conflict), try the SBI+A Method: Situation, Behavior, Impact — plus Action. It’s my favorite feedback framework and it can be used for affirmative AND constructive feedback for peers, your teams and your leaders. Here’s how it works, with real-life prompts you can use today - 💬 S.B.I.+A : 🟪 SITUATION Anchor the conversation in time and place. Be specific so the context is clear. -“In yesterday’s 1:1 with the client…” -“During our team meeting this morning…” 🟧 BEHAVIOR Describe exactly what was said or done — only what you observed. Keep it neutral, which can help to de-personalize the message. - “…you rolled your eyes when Marcus offered his idea…” - “…you proactively prepared a visual to explain …” 🟨 IMPACT Here’s the heart of the conversation. Focus on the effect, not your assumption about their intent. - “…it shut down the conversation and made it harder to hear different viewpoints.” - “...it strengthened the presentation and built client confidence in our work.” 🟦 ACTION (this optional, but powerful IMO) Suggest what to change — or what to continue if it was positive. This is also an opportunity to invite the recipient of constructive feedback to share what actions they will take in light of this feedback. Sometimes, this is best delivered in a follow-up conversation after the recipient has had time to process the feedback. - “In the future, try pausing before responding so we hold space for full ideas.” - “Keep doing that — your clarity helped move the project forward.” ---------- 💡 I think this model is helpful for people-centered, equity-driven leadership because: *It builds a shared language to talk about harm, even when it’s unintentional. *It helps us shift from blame to growth — perfect for leaders trying to close the gap between intent and impact. *It makes feedback feel actionable instead of personal. And most importantly, when done well: it gets everyone back on the same page!

Have you ever wondered how to give associates more effective feedback? Having practiced law for 15 years, I received and gave a lot of feedback. Much of it was ineffective. Here’s why. Attorneys who are delegating work are busy. They often think the most efficient way to give feedback is to tell the associate what they did wrong and how to fix it. But research shows that telling people what they did wrong triggers stress, shame and fear. It raises defenses and lowers confidence. People on the receiving end typically become resistant or compliant. Neither response helps the attorney develop. Harvard Law professors Sheila Heen and Douglas Stone found that even when the person giving feedback is well-intentioned, telling someone what they should do can “spark an emotional reaction, inject tension into the relationship, and bring communication to a halt.” Research shows that using a coaching approach to feedback is most effective. Here are 3 steps senior attorneys can take to give more effective feedback: 1️⃣ Create an atmosphere of trust and acceptance so the associate feels the senior attorney genuinely cares about their professional development. Psychological safety is a prerequisite for the associate’s brain to be open to learning. 2️⃣ Engage in a conversation with open-ended questions, based in non-judgmental curiosity, to explore the associate’s thinking, planning, and execution of the project you’re discussing. Draw out the associate’s own ideas for improvement. 3️⃣ If the associate lacks the experience or knowledge of how to improve, ask, “may I share some tips?” and then share. Asking permission helps the associate feel respected. This further lowers their defenses and opens their brain to learning. If you’ve received or given effective feedback that led to genuine growth, what worked well? Please share in the comments. #AttorneyDevelopment #ProfessionalDevelopment #EffectiveFeedback

The most painful feedback I received was always from people who had good intentions, but sucked at giving feedback. They focused on my personality... or my own personal style/approach. They tried to make me more like them, instead of helping me be a better version of myself. So what's the secret to giving good feedback?? 1. Focus on behaviors/actions and impact. Example: You were more than 5mins late to two of our 1:1s this week. When you are late, we have to rush through the agenda and bump items. What are your thoughts? 2. Do not assume the other person's intentions. (The more intelligent you are, the more difficult this one is, btw.) 3. Be prepared to share resources and potential alternatives. Example: Set reminders; block off a buffer prior to our meeting to ensure you don't get stuck on a call, etc. That's it. Don't overcomplicate it. #People #culture #smallbiz

Giving feedback is one of the most important jobs of a leader, but doing it in a way that’s both direct and constructive takes some finesse. It’s not just about telling the truth—it’s about doing so in a way that uplifts rather than discourages. Here are a few principles I’ve relied on that can help you give feedback that truly supports growth: ✅Start with care: People are more open to feedback when they know it’s coming from a place of genuine support. Show that you’re invested in their success. ✅Be specific and actionable: Vague feedback doesn’t help anyone. Focus on specific behaviors and offer concrete ways to improve. This helps the recipient know exactly what they can work on, instead of wondering if what you shared was actually feedback or not! ✅Stay future-focused: Feedback should always look forward. Instead of dwelling on past mistakes, keep the conversation centered on what the person can do to improve going forward. Think of it like driving a car: your windshield is bigger than your rearview mirror because there’s more opportunity ahead than behind. ✅Balance challenge with support: Feedback shouldn’t just point out areas for improvement—it should also highlight strengths and superpowers. Striking that balance helps people see what’s working while understanding where there’s room to grow. How do you ensure the feedback you give supports growth? #LeadershipDevelopment #FeedbackCulture #EffectiveCommunication

After 15+ years as a Chief People & Culture Officer for Fortune 100 & 500 companies, I’ve seen firsthand that delivering feedback is both an art and a science. I’ve managed teams ranging from 5 to 1,000, and if there’s one thing I know for sure—it’s that great feedback isn’t just about what you say. It’s also about when and how you say it. Mastering this skill takes time and intention, but here are five of my best lessons from years of real-world leadership: Be specific & timely – Don’t wait for annual reviews. Celebrate wins or address issues in real-time. Focus on behavior, not personality – “Your report was late” is more actionable than “You’re unreliable.” Listen more than you speak – Feedback should be a dialogue, not a monologue. Follow up – Show you value the conversation by checking in later. Lead by example – Be open to feedback yourself. It sets the tone for your team. A feedback-rich culture starts at the top. Leaders, how you give (and receive) feedback shapes your entire organization. And the best teams embrace feedback that flows both ways. What’s the most valuable lesson you’ve learned about giving or receiving feedback at work?