You need to give feedback to a team member. What’s the best way to make it stick?

When giving feedback to a team member, make it specific, timely, constructive, respectful, and follow up. Be clear with examples, address issues promptly, provide actionable suggestions, show empathy and respect, and check in on their progress. Effective feedback fosters growth and improvement, so ensure your feedback sticks for a positive impact on your team.

Lead with empathy when giving feedback because you don't have to be ruthless to be a good leader. Having empathy allows you to put yourself in the other person's shoes to understand how they'll feel. Make sure the feedback is constructive and let them know they are supported in those next steps because there's nothing worse than giving feedback without any guidance and then leaving them in the dark about it.

Making feedback specific, actionable, and delivered in a constructive way is the best approach to make sure it sticks. Commence with affirmative remarks to foster openness, and then tackle areas that require development by offering precise, doable guidance. Regular check-ins are necessary to discuss progress and make necessary adjustments to the direction. This strategy shows your dedication to their development and promotes a growth mentality.

Giving effective feedback to a team member: Be clear and specific. - Identify specific behaviors or outcomes. - Keep the message concise. - Avoid being vague or emotional. Ensure a supportive tone. - Choose words carefully. - Offer constructive criticism. - Provide actionable steps for improvement. Plan your feedback in advance. - List main points to cover. - Prepare to be respectful. - Approach the conversation with empathy.

Consider the following elements when preparing to give feedback: Plan - how will you open up the conversation? Pose the question, “May I give you some feedback?” This helps the recipient feel open to receive the information. Be specific - share the specific behavior observed. Ask questions - identify questions you can ask to help them self-assess the impact of the observed behavior. I.e., “How do you feel that <behavior> may have been received by others in the meeting?” Allowing others to self-assess can help create a sense of ownership of the behavior and a desire to change it. Offer support - let them know you are there to support them and ask how you can help. Thank them for having an open conversation with you about the feedback.

Timing & location are very impoartant. I believe they are the most important factor in feedback. If it is not immediate, it will not relate to the incident/action whether it is positive or negative. Give it a time, and it will be disconnected from the event itself. If you aim to reduce a negative behavior, behavior is disconnected from the feedback, no change will occur. It you aim to increase a positive behavior, the joy of the event is missed, even it might turn to disappointment, no repetition of the positive behavior would happen. ✅ Time your feedback right after the event, or the soonest possible. ✅ Praise in public, criticize in private. ⛔ Don't give negative feedback in front of others. This is to maintain their dignity.

- Give feedback when you're calm: It helps you communicate clearly. - Choose the right time and place: Find a quiet spot where you won't be interrupted. - Make sure it's private: This creates a safe space for the conversation. - Show you care: By considering timing and environment, you demonstrate respect and support for your team member's growth.

Actually I found the Effective team feedback should start with positive Acknowledge achievements before addressing areas for improvement, and be specific use clear examples and focus on observable actions, Explain how the behavior impacted the outcome, highlighting both positive and negative consequences, Encourage brainstorming and collaboration to find solutions together, sure be blame- free by foster a learning environment.. This approach fosters a positive and collaborative atmosphere where team members feel empowered to learn and grow. Remember, every new case is a new challenge for the team, presenting an opportunity to grow together through constructive feedback.

Always try to focus on this while giving feedback Situation: - Describe the specific situation or behavior you observed. For example, "During yesterday's team meeting..." Behavior: - Explain the behavior you want to address. Be specific and focus on observable actions. For example, "You interrupted others while they were speaking..." Impact: - Discuss the impact of the behavior. Explain how it affected you, others, or the team's goals. For example, "It disrupted the flow of the discussion and made team members feel unheard..."

The SBI model serves great as a foundational framework for crafting impactful feedback. Building on this model, I've developed an extended approach I refer to as the ABCDE method, which aligns with the initial letters of the alphabet for easy recall: A (Action): What specifically occurred? B (Behavior): What behavior did you observe? C (Consequences): What were the outcomes resulting from this behavior? D (Do Differently): How could the situation be handled differently? E (Expectations): What are your expectations for handling similar situations going forward? It's crucial for feedback to be timely, ideally provided as soon after the relevant action as possible. Additionally, setting the right context for the feedback session is important.

Through my coaching and mentoring experience, I've found 2 key strategies that effectively facilitate impactful self-discovery in coachees. - 1st involves helping them identify personal benefits, or "What's in it for me?". - 2nd focuses on exploring the consequences of their actions by asking, "What will be the impact of your choice on yourself, the team, and even your family?". For example, if a coachee struggles with KPIs, I ask: What are the potential impacts on yourself, your team, and your family if these challenges continue? They realize that they might lose their job and have difficulties fulfilling their financial responsibilities. This self-awareness becomes a powerful motivator for them to reach their full potential.

Effective feedback transforms into a dialogue, where active listening and open ended questions play a crucial role. By inviting a team member to share their thoughts and feelings on the feedback, you create a deeper understanding and mutual respect. Questions like "How do you feel about this feedback?" or "What challenges do you encounter?" encourage self-reflection and ownership of the growth process. This approach not only makes feedback more impactful but also emphasises your commitment to their personal and professional development.

When finishing up a feedback talk, it's good practice to reconfirm the agreed actions and lessons learned by asking 'What do you take away from this?'. It's a really important coaching question because the answer is shown to stick longer with the feedback receiver than any other part of the feedback talk. Before asking this question, I additionallly suggest that the person giving feedback shares what they've learned themselves. This shows humility and helps to confirm that the conversation is genuine.

If the team needs to enhance their performance, this should be a collective responsibility and addressed publicly. However, if you have to provide a constructive criticism to a team member, do this in private.This way the person receiving the feedback on a 1:1 won't be feeling singled out. Be empathetic, when you engage your team member to discuss a plan to improve their performance. Feedback or criticism must be for the sake of improvement and encouragement of the team members. Create an action plan and then follow up with your team. This way the team will improve much quicker, as they will have a target to reach.

Best way according to me is that to make them feel it more like how can they do better instead of making them realise that they did a mistake. because this way they feel like you are valuing their efforts and they will actually listen to what you have to say and will admit what was wrong. If you make them feel they did a mistake they will only remember the embarrassment only.

Manager-tools.com have a feedback model that differs in several ways from the proposed one: 1. Feedback should be like breathing: you do it all the time. So it is not a “feedback talk” that you “prepare” for. 2. 90% of feedback is positive. This piece assumes all feedback is negative. 3. You only give feedback after asking whether you can. “can I give you some feedback?”. The same for positive and negative feedback. 5. All feedback is given to encourage future behavior. The past can’t be changed, 6. Feedback is given without emotion, if you’re angry, you can’t. 7. It is delivered timely, you focus on the behavior and the impact. No description of the situation. 8. You end with “keep it up” or “can you do that differently next time”

As a leader, delivering impactful feedback involves adopting a coaching approach. Rather than dictating solutions, leverage the power of coaching questioning. After providing feedback, encourage team members to reflect and connect with the feedback and the topic. By posing thought-provoking questions, you foster a sense of accountability and empower them to devise potential solutions. This not only instills a proactive problem-solving mindset but also ensures that the feedback resonates on a deeper level, contributing to lasting professional development. Ultimately, the effectiveness of feedback lies not just in the delivery but in the collaborative journey towards improvement.

Lo primero es tener el mensaje claro para poder expresarnos. Encontrar el lugar para que se de un ambiente calmo y propicio para que la comunicación sea fluida sin interrupciones. Hacer preguntas es fundamental para poder entender a quien tenemos en frente. 💡Cuando buscamos el bien común la retroalimentación es más fácil 🙌