Best Practices for Giving 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

Most leaders don’t struggle to give feedback because they lack good intentions, they struggle because they lack the right frameworks. We say things like: 🗣 “This wasn’t good enough.” 🗣 “You need to speak up more.” 🗣 “That project could’ve been tighter.” But vague feedback isn’t helpful, it’s confusing. And often, it demoralizes more than it motivates. That’s why I love this visual from Rachel Turner (VC Talent Lab). It lays out four highly actionable, research-backed frameworks for giving better feedback: → The 3 Ps Model: Praise → Problem → Potential. Start by recognizing what worked. Then gently raise what didn’t. End with a suggestion for how things could improve. → The SBI Model: Situation → Behavior → Impact. This strips out judgment and makes feedback objective. Instead of “You’re too aggressive in meetings,” it becomes: “In yesterday’s meeting (Situation), you spoke over colleagues multiple times (Behavior), which made some feel unable to share (Impact).” → Harvard’s HEAR Framework: A powerful structure for disagreement. Hedge claims. Emphasize agreement. Acknowledge their point. Reframe to solutions. → General Feedback Tips: – Be timely. – Be specific. – Focus on behavior, not identity. – Reinforce the positive (and remember the 5:1 rule). Here’s what I tell senior FMCG leaders all the time: Good feedback builds performance. Great feedback builds culture. The best feedback builds trust, and that’s what retains your best people. So next time you hesitate before giving hard feedback? Remember this: → You’re not there to criticize. → You’re there to build capacity. Save this as your cheat sheet. Share it with your teams. Let’s make feedback a tool for growth, not fear. #Leadership #FMCG #TalentDevelopment #PerformanceCulture #FeedbackMatters #ExecutiveDevelop

Ever received feedback that felt like a slap in the face? 7 tips to make sure your team never feels that way. Feedback can either build you up—or tear you down. Which one have you experienced? I’ve been on both sides. A moment I’ll never forget: Let's call her Sally. A month into her new role, she received an email from a senior leader three levels above her. Except it wasn’t feedback—it was an exhaustive list of everything she’d done wrong after one customer meeting. Several people were copied on the email—including me. I wasn’t even the target, but I felt uneasy just reading it. It felt more like an attack than feedback. It was brutal—like a wrecking ball to her confidence. And this one email impacted Sally for over a year. I realized then that feedback should never leave someone feeling this way. It should empower, not dismantle. That email taught me exactly what NOT to do when giving feedback. Because feedback can be right and kind—not cruel. It should lift people up, not tear them down. In over a decade of leading teams, I’ve learned this: The way you deliver feedback can shape careers—or break them. 7 Tips for Delivering Feedback That Inspires: 1️⃣ Give it in private. No audience is needed, in person or virtually. Privacy is a safe space for real growth. 2️⃣ Start with curiosity. Ask questions. Understand their perspective before offering feedback. 3️⃣ Focus on actions, not the person. Address specific behaviors and their impact. Not their character. 4️⃣ Acknowledge individuality. Avoid comparisons. Everyone has their own journey. 5️⃣ Be specific. Offer clear, actionable feedback. Provide real examples. 6️⃣ Listen fully. Let them share their thoughts. Don't interrupt. 7️⃣ Encourage, then move forward. Don’t hold it against them. Discuss steps to improve, then focus on the future. Great feedback builds trust, respect, and confidence. It’s the key to inspiring growth. If this resonates, share it with your network to help others give kind feedback. And hit 'Follow' for more actionable insights on leadership.

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

💬 “I was just being honest…” Why Feedback Fails Across Cultures — And How to Fix It Have you ever given feedback that landed with confusion—or worse, silence? You meant to be helpful, but your directness was seen as disrespectful, your intentions misread, and the result? ⚠️ Disengagement ⚠️ A crack in team trust. 🔑 Here’s how to give feedback without cultural misfires: 4 Culturally Intelligent Strategies 1️⃣ Learn Their Feedback Norms ✳️ Why it matters: Different cultures have different expectations around how feedback is given. Some value directness; others prioritize saving face. ✳️ How to do it: Before giving feedback, learn the norms of the culture you're working with. Is directness expected (e.g., Netherlands)? Or is indirect communication the norm (e.g., Thailand, Japan)? ✳️ What it changes: You avoid triggering defensiveness and build a stronger bridge of understanding—your message lands, not jars. 2️⃣ Separate Feedback from Evaluation ✳️ Why it matters: In many collectivist cultures, receiving criticism in front of peers may feel like public shame. ✳️ How to do it: Offer developmental feedback one-on-one. Frame it as a shared goal: “Let’s work together on this,” rather than “Here’s what you did wrong.” ✳️ What it changes: This preserves the employee’s dignity while deepening your trust and credibility as a leader. 3️⃣ Check for Meaning, Not Just Understanding ✳️ Why it matters: “Yes” doesn’t always mean “I agree” or “I understand” in all cultures. It may just mean “I’m listening.” ✳️ How to do it: Ask them to reflect on what they understood. Use phrases like: “What are your thoughts on what we discussed?” or “How do you see this fitting into your current approach?” ✳️ What it changes: It confirms alignment and clears up ambiguity before it becomes a problem. 4️⃣ Invite Feedback About Your Feedback ✳️ Why it matters: Leadership isn’t just about giving feedback; it’s about modeling openness to it. ✳️ How to do it: Ask: “Was this helpful?” or “How could I have made that clearer?” This shows humility and fosters psychological safety. ✳️ What it changes: You normalize feedback as a two-way street, strengthening your team’s trust and collaborative culture. 🌈 Ready to Go Deeper? If this resonates with you and you're ready to lead your global team with more clarity and less miscommunication, I’d love to chat. 👉 Book your FREE Cultural Clarity Call – no pressure, just insight. #CulturalCompetence #InclusiveLeadership #GlobalTeams #LeadershipDevelopment #FeedbackCulture #TeamPerformance

The hardest feedback to give? The one you delay. We don’t avoid feedback because we don’t care. We avoid it because we do care.👇 We fear: → Damaging relationships. → Triggering defensiveness. → Being misunderstood. → Causing hurt. But delaying feedback doesn’t protect people — it prevents them from growing. Here’s how emotionally intelligent leaders give feedback early and compassionately: 1️⃣ Create psychological safety first. ↳ People hear hard truths better when they feel safe. 2️⃣ Reframe feedback as a gift. ↳ “I’m sharing this because I believe in you.” 3️⃣ Use “I” language. ↳ “I noticed…” instead of “You always…” 4️⃣ Balance candor with care. ↳ Honest AND kind beats blunt and cold. 5️⃣ Shorten the feedback loop. ↳ The longer you wait, the harder it gets. 6️⃣ Be curious, not accusatory. ↳ Ask: “Help me understand what happened.” 7️⃣ Share specific examples. ↳ General feedback feels personal. Specific feels actionable. 8️⃣ Always follow with support. ↳ “What would help you make this adjustment?” Feedback early ➔ Development faster ➔ Trust stronger. ❓How do you build safety before giving tough feedback? ♻️ Share this if you believe feedback delivered early is a gift, not a threat. 👋 Follow me (Dr. Chris Mullen) for daily leadership insights that actually move people.

If feedback feels like a threat, you’re missing its potential👇: 1️⃣ Start with Empathy ↳ Acknowledge their efforts before diving into the feedback. 2️⃣ Be Clear and Specific ↳ Use concrete examples like, “In yesterday’s meeting, I noticed...” 3️⃣ Focus on the Behavior, Not the Person ↳ Say, “This behavior affected the project” instead of “You always mess this up.” 4️⃣ Use the “What” and “How” Formula ↳ Frame it like, “When X happened, it caused Y, so let’s address it this way.” 5️⃣ Offer Solutions, Not Just Criticism ↳ Collaborate on solutions by asking, “What do you think would work better next time?” 6️⃣ Check for Understanding ↳ Say, “Does that make sense? How do you see it?” 7️⃣ Follow Up to Support Growth ↳ Schedule a quick follow-up meeting to check on progress and offer further guidance. 📌 PS...Done right, difficult feedback can build trust and foster growth. ♻️ Share this with your network to help them deliver feedback with confidence and care! 🚀 Want more actionable insights? Join 5,000+ leaders reading my newsletter for weekly tips on leadership, performance, and culture. No vague recommendations. All backed by science and experience. ➡️ Join free here: https://lnkd.in/gJr6dcPJ

As an EY Partner, I gave feedback to thousands. Master the art of feedback - skyrocket your leadership: Bad feedback creates confusion. Good feedback sparks growth. Use the CSS (Clear, Specific, Supportive) framework to make your feedback land without friction. No more awkward silences or sugarcoating disasters: 1. Give positive feedback that actually feels valuable. ❌ Don’t say: “Great job!” ✅ Instead say: “Hey [Name], I really liked how you [specific action]. It made a real impact on [outcome]. Keep doing this—it’s a game-changer.” Why it matters: → Reinforces what actually works 2 Address underperformance without demotivating. ❌ Don’t say: “You need to improve.” ✅ Instead say: “I appreciate your effort on [project]. One area to refine is [specific issue]. A great way to improve would be [solution or resource]. Let’s check in next [timeframe] to see how it’s going.” Why it works: → Pinpoints the issue without personal criticism 3. Redirect someone without crushing their confidence. ❌ Don’t say: “This isn’t what I wanted.” ✅ Instead say: “I see where you were going with [work]. One way to make it even stronger is [specific suggestion]. What do you think about this approach?” Why it works: → Keeps feedback constructive, not critical 4. Push back on an idea (without sounding like a jerk). ❌ Don’t say: “I don’t think this will work.” ✅ Instead say: “I see the thinking behind [idea]. One challenge I foresee is [issue]. Have you considered [alternative approach]? Let’s explore what works best.” Why it works: → Keeps it a discussion, not a shutdown 5. Handle conflict without escalating it. ❌ Don’t say: “You’re wrong.” ✅ Instead say: “I see it differently—here’s why. Can we walk through both perspectives and find common ground?” Why it works: → Creates space for solutions, not arguments 6. Help someone level up their leadership. ❌ Don’t say: “You need to be more of a leader.” ✅ Instead say: “I see a lot of leadership potential in you. One way to step up is by [specific behavior]. I’d love to support you in growing here—what do you think?” Why it works: → Focuses on potential, not deficits 7. Coach someone who is struggling. ❌ Don’t say: “You need to step up.” ✅ Instead say: “I’ve noticed [specific challenge]. What’s getting in the way? Let’s find a way to make this easier for you.” Why it works: → Focuses on support, not blame 8. Give feedback to a peer without sounding like a boss. ❌ Don’t say: “You should have done it this way.” ✅ Instead say: “I had a thought—what if we tried [alternative]? I think it could help with [goal]. What do you think?” Why it works: → Encourages shared ownership of improvement 9. Close feedback on a high note. ❌ Don’t say: “Just fix it.” ✅ Instead say: “I appreciate the work you put in. With these adjustments, I know it’ll be even better. Looking forward to seeing how it evolves!” Why it works: → Ends on a motivating note — ♻️ Repost it to help others grow.

The feedback sandwich often misses the mark and can even backfire. Instead of creating clarity, it can muddy the message and feel insincere. Let's dive into why this approach doesn't work and explore a better way to give feedback with Radical Candor. ❌ What Not to Do: "Great job! But the presentation lacked details. Still, I appreciate your enthusiasm." ✅ What to Do Instead: Use CORE: 🔸 Context: Cite the specific situation. 🔸 Observation: Describe what was said or done. 🔸 Result: Explain the consequence. 🔸 Expected nExt stEps: Outline the expected next steps. Example of CORE Feedback: "I asked you to help us be more efficient (Context). You went above and beyond by implementing Slack (Observation). The team is now spending less time on email and more time communicating effectively (Result). We'd love for you to explore other tools to streamline communication in the office (Expected nExt stEps)." Giving feedback is crucial for growth, but it needs to be clear, kind, and actionable. Read more: https://bit.ly/3LhIzZ2 #ManagementTips #RadicalCandor #Leadership #Feedback #COREMethod #EffectiveCommunication #GrowthMindset

Most managers talk about performance wrong––and their teams suffer for it. That's because they treat all performance convos the same. There are actually two types. They require very different strategies. 1/ Ongoing, regular feedback. ↳ small corrections and discussions that happen every 1-2 weeks ↳ dedicate a few minutes in your 1:1 for these conversations ↳ write down examples and use SBI, keep it free flowing 2/ Difficult conversations. ↳ bigger discussions with opposing views and higher stakes ↳ plan an ad-hoc or regular 1:1 meeting around this conversation ↳ write down your talk track and reach out to your HRBP if you need help Let's use an example: ↳ Telling my teammate Phil that he talked over someone in a meeting would require a short and sweet feedback conversation. ↳ But telling Phil that he's steamrolling over teammates and hurting the team's ability to collaborate might require a difficult conversation. When you fail to differentiate the two, you either: ↳ enter a difficult conversation with zero preparation and BOMB it ↳ fail to give frequent enough feedback, so EVERY convo becomes difficult Pro Tip: If you know what conversation you're planning for, you can maximize your odds for success and minimize "fires". Want some more reading? Check out "Radical Candor" for everyday feedback, and "Crucial Conversations" for navigating difficult conversations! --- Did you like this? Share it with your LinkedIn audience and managers! We're always looking to spread great knowledge and information. ♻️ And follow me (Yen Tan) for more manager development and L&D tips! #management #leadership #hr #peopleops #learninganddevelopment