Here's how you can effectively give constructive feedback to your team members.

Siempre efectuar las felicitaciones y reconocimientos en público y el feedback de mejoras en privado. En mi experiencia hay que buscar las mejores facetas de cada profesional y llevarlas al límite, las carencias o comportamientos no deseados, excluyendo los inaceptables, deben ser trabajados con expectativas reducidas de mejoras y mayores plazos, pues a todos nos cuesta mucho cambiar, pero no cuesta nada florecer en lo que nos encanta.

Always start with what the employee is doing RIGHT. Use your position authority to boost their confidence, even if there's considerable room for improvement. You will get more mileage out of reinforcing positive behavior than dwelling on negative behavior. Then follow up with "opportunities for improvement". Language is critical here. Discuss improvements in the context of the fulfillment of the organization's mission. Emphasize responsibility to the collective. Gen Z's in particular need reasons to modify their behaviors. Then conclude with, "we are committed to helping you be the best at your job". And mean it.

In order to ensure that feedback is constructive, the following specs must be presented; 1- Collected feedback must be based on explicit evidence. 2—Feedback aims to highlight either positive aspects or areas for improvement. It must be based on a documented set of capabilities and expectations that the organization requires from each employee. Relating feedback to such capabilities is of paramount importance. 3- Quantifying feedback, either in the case of positive performance or areas of improvement, is important to enable the employee to see the target. 4- Advising the employee on how to maintain good performance or reduce the gap will enable the employee to see the way forward. Avoid leaving the employee clueless after giving feedback.

1. Is it your role/job? Consider why/if you should share it (is it for you or for them?). 2. Know their world. The mind creates reality via thought. As everyone thinks differently, they don't have your reality and vice versa. To be useful, effective, respectful, etc. in their reality you have to first understand it (like navigating in a new country/culture). 3. Ask permission. People inner world is like their house; intensely real and precious. Ask before you enter. 4. If they say yes, then ask how. We all absorb and integrate information differently. Find out what works in their world. 5. Be in a good feeling. People subliminally feel where you are coming from and it affects the message and it's impact. 6. Ask if it was helpful.

When providing feedback, I really like Radical Cadour by Kim Scotts which encourages us to Care Personally and Challenge Directly for the person. The fact that you are taking time to provide feedback means an action is needed to understand what's happening and improve the situation so both parties come out as winners. Be authentic and ask if the person is ready to receive feedback as we never know if someone is mentally and emotionally ready for this conversation. Being ready to receive and engage is important. When giving feedback, let's avoid a feedback sandwich model as it often confuses the person if he/she is performing well or poorly. Challenging directly with facts, observations and not feelings and guesses is really critical.

"Giving feedback" - It's one of those conversations that can make or break relationships at work place and have people walk away with perceptions. Here's what I do: # Approach feedback with specific examples and clear objectives. # Provide feedback in a private, comfortable environment. # Address behaviors or issues soon after they occur to ensure clarity and relevance. Delaying feedback can diminish its effectiveness. # Use specific instances to illustrate your points, making your feedback objective and actionable. # Foster a two-way conversation. Allow the team member to express their views or concerns. # Reinforce your confidence in their abilities and express support for their development.

One thing I have found helpful is to avoid being vague, and pin point and describe the exact situation your feedback relates to.

One way I have found helpful when giving feedback is to actually start the conversation with the words “I’d like to spend some time giving you some feedback…”. The team member is aware that you are going to talk about him/her. They are then prepared to listen very carefully because the conversation is about them. Simple, yet very effective.

By using the positive sandwich approach, you can provide constructive feedback while also acknowledging your team member's strengths and contributions. 1. Start with positive feedback: Begin by acknowledging your team member's hard work and contributions.For e.g., "I want to start by saying how impressed I am with your attention to detail" 2. Provide constructive feedback: Next, provide specific feedback on areas where your team member can improve. Be sure to focus on behaviors and outcomes, and provide actionable steps for improvement. 3. End with positive feedback: Finally, end on a positive note by reiterating your appreciation for your team member's hard work and contributions.

Having a secure and supported place to discuss difficulties is important but also keeping in mind that being only positive is fake and unreal. It is important to be real and to make things look way better than they are as in that case team members will not understand the importance of the topic.

Maintaining a positive tone is crucial when delivering feedback. Begin by highlighting what the team member does well before addressing areas for improvement. This "positive sandwich" approach helps ensure that constructive criticism is received in the spirit it is intended. It’s essential to communicate that your feedback stems from support and a genuine desire for the team member's success, rather than dissatisfaction or frustration. By framing your feedback positively, you create a more receptive environment, encouraging growth and reinforcing the value and potential you see in your team member.

Ask what was driving them to do a specific action and bring people together if necessary. People can react in a specific way because something else happened. Identify how to improve and eventually assign a coach to help them grow

One thing I've always found useful is to understand the other person's perspective. Not everyone falters just because they didn't understand the task - sometimes the ambiguity lies in the granularity of things. Try to getbthe other person to explain their way of things, and how they approached the issue. This also helps you broaden your horizons and add a multi dimensional view to your future recommendations.

Sometimes we start our group meetings with the quietest person on the group, it's encouraging for them to be heard first aswell and they come up with some really great ideas when given the floor!

I always try to provide opportunities to succeed so people can feel confident and competent. Once they get that I also provide opportunities to ‘fail’ which are key learning moments for them. People will get defensive about failure if they don’t succeed first. Feedback can then be a constructive conversation about how to improve and how to maintain success. The hard part as a manager is to let people fail in order to learn.

Ask the individual how they feel about X. Listen closely, make sure you note what is said. Then put those comments into your feedback. Demonstrate to the employee that you hear and acknowledge their comments. Ask the individual what might be done to improve the situation. Again, listen closely, and if you agree, be sure to say so emphatically. Add your own improvements if they were not said, and ask the individual what they think about your contribution. Seek acknowledgement and agreement. Take as much time as needed to cover the issue. Give the individual the final comment to be sure everything is covered. Thank him/her for open, honest sharing. Then move to mutually developing a plan for improvement/correction.

Para fomentar el diálogo y la participación en estas instancias creo que el feedback en 360 grados es una excelente práctica que permite generar una comunicación más horizontal y abierta. Es importante que quienes hemos liderado y evaluado equipos entendamos que en ocasiones ciertos aspectos de mejora que detectamos en nuestros colaboradores pueden tener que ver con comportamientos, actitudes y/o prácticas que los mismos líderes debemos trabajar en lo personal para así lograr los resultados esperados. Finalmente, una organización es un engranaje en el que todos juegan un rol relevante. Por tanto, lo que hacemos (o dejamos de hacer), independiente de la jerarquía, tiene repercusiones en otros. Ser conscientes de esto es fundamental.

Any meeting should be documented along with deadlines, decisions made and resources needed - and next meeting time to be set. Whatever is said in a meeting needs to be followed up to avoid endless useless meetings about nothing. Meetings should be short and straightforward, but in a polite manner giving everyone to understand the topic and what is required to achieve that. Communication afterwards is highly appreciated to follow-up difficult issues.

Llevar o tener una bitácora de los acontecimientos de la persona es clave para tomar decisiones futuras, como también para las próximas sesiones con el profesional.

After giving feedback, follow up to monitor your team member's progress. This demonstrates your commitment to their development and your availability for further guidance if needed. It also provides an opportunity to acknowledge improvements and reinforce positive changes. Regular check-ins help maintain momentum and show your investment in their long-term success. By consistently following up, you create a supportive environment that encourages continuous growth and development, ensuring that feedback leads to meaningful and sustained improvement.

Effectively giving constructive feedback involves a structured approach with follow-up. Start by preparing specific, objective observations focused on behaviors, not personal attributes. Deliver feedback clearly and empathetically, using the "sandwich" method: positive feedback, areas for improvement, and encouragement. Outline actionable steps and set realistic goals. Schedule regular follow-up meetings to review progress, offer additional guidance, and celebrate successes. Document feedback and follow-up actions to track progress. Consistent follow-up demonstrates commitment to development, fostering continuous improvement and mutual trust.

It often feels like there’s a delicate balance between following up and micromanagement. It’s crucial to ensure that our actions don’t come across as overbearing later.

Predictable offering of support is a clearly communicated safety net that helps people know you are in this with them. People need to know they aren’t terrible. It’s important to understand how people see themselves in their minds eye

Offering support is a crucial component of effective feedback. Whether providing resources, training, or simply your time for further discussion, make it clear that you are there to assist them in their growth. By offering support, you ensure that your feedback is actionable and that team members feel equipped to make the necessary changes. This approach not only aids in their professional development but also strengthens the overall team dynamic. Demonstrating your commitment to their success fosters a supportive environment where everyone can thrive and contribute more effectively to the team's goals.

Top Tip: Kata On-the-Job Coaching Use the Kata approach for on-the-job coaching and let team members define each step: 1. Target Condition: Guide them to define the desired outcome or improvement they want to achieve. 2. Current Condition: Help them assess and describe their current situation. 3. Next Steps: Encourage them to identify specific actions they can take to move towards the target condition. 4. Coaching Cycles: Regularly review their progress together, allowing them to adjust their actions as needed. This method encourages continuous improvement and provides structured, ongoing support.

Sometimes it’s essential not to wait for an official one-on-one call and instead engage in a feedback chat promptly. Quick, constructive, and actionable feedback fosters growth.

You've prepared well, been specific, have encouraged dialogue & followed up. For it all to work for the person to whom such feedback is being given & be effective the individual must feel wanted. Giving feedback that holds deeper meaning with a sense of belonging will then start to have impact regardless of if the person is soft spoken or otherwise. A sense of knowing that whatever ones done so far has not been a waste & through that creating scopes for refinement is then received positively in a manner that becomes self rewarding. Once that happens feedbacks become more than effective!

Giving constructive feedback is the key to the growth of your team members as a leader. Making a feedback involves, providing the team member with a transparent view on their weak actions, the implications of their weak actions and what they could have done and how it could have helped the team. But important element is seeking their view on what they need to do the right next time, what support they need, how they can be helped and lastly, how they will grow in the course corrective situation. Growth is important to every individual and real growth is the key, not false promises.

We tend to focus way too much on negative feedback while in fact our teams tend to deliver great work most of the time. Make sure to recognize good work regularly; your team members will then be much more open to negative feedback once in a while when a course correction is required.

Working with people is not easy. Addressing the issues is one thing but you should also provide solutions. A personal follow up, for example when assigning a specific task, will help the individual and create a possibility to talk about their issues directly. You should encourage people to ask for feedback on their work, for example when you hired them and they are in their trial period. I have seen too many manager letting people go after the trial period without having intermittent meetings and giving feedback