Someone on your team needs feedback. You know what the issue is. But actually saying it out loud? That’s where you freeze. You over-explain, soften everything with compliments, and leave the conversation without addressing the real problem. They walk away confused about what needs to change, and you’re frustrated that nothing improved.
Giving feedback well is a skill most managers never learn. But it’s one of the most important parts of leadership. Good feedback helps people grow. Bad feedback—or avoiding it altogether—leaves people stuck and performance stagnant. Here’s how to do it right.
Give Feedback Continuously, Not Rarely
Don’t save feedback for annual reviews. Make it part of your regular rhythm. Weekly one-on-ones should include specific observations about what’s working and what isn’t. When feedback is constant, it’s less scary for everyone.
People can course-correct quickly rather than discovering six months later they’ve been doing something wrong the entire time.
Be Specific, Not Vague
“You need to communicate better” tells someone nothing. “You sent that email to the client without looping in the project manager, which created confusion about next steps” gives actionable information.
Specific feedback shows you’re paying attention and gives clear direction. Vague feedback feels like criticism without guidance.
Skip the Compliment Sandwich
Starting with praise, dropping criticism, ending with praise? People see through it. They tune out waiting for the “but” and miss the actual feedback. Be direct. “I want to talk about the presentation yesterday.
The data was solid, but the delivery lost the audience’s attention.” Then discuss how to improve. Authenticity builds trust more than artificial positivity.
Focus on Behavior, Not Character
“You’re disorganized” attacks who someone is. “You’ve missed the last three deadlines” describes what happened. Behavior can change. Character assessments create defensiveness.
Stick to observable actions and their impact. This keeps conversations productive rather than personal.
Explain the Impact
People need to understand why something matters. “When you interrupt in meetings, team members stop sharing ideas” connects behavior to consequences. “Your reports have errors” without context feels arbitrary.
Show how their actions affect the team, projects, or clients. Understanding impact motivates change.
Ask Questions, Don’t Just Tell
“I noticed the project was late. What happened?” opens dialogue. Telling creates lectures. Asking creates conversations. Maybe there’s context you’re missing. Maybe they already know the issue and have ideas for fixing it.
Starting with curiosity rather than conclusions makes feedback collaborative.
Make It Timely
Give feedback close to when something happened. “Three months ago in that client meeting…” forces people to dredge up memories. “In yesterday’s presentation” keeps it fresh and relevant. Immediate feedback allows quick correction.
Delayed feedback feels like you’ve been sitting on criticism, which breeds resentment.
Create Action Plans Together
Feedback without next steps is just complaining. After identifying the issue, work together on solutions. “How do you think we can prevent this going forward?” gives them ownership. Then add your suggestions. Create specific, measurable actions. “Improve communication” isn’t actionable. “Send me draft emails for client updates before sending” is clear.
Good feedback is direct, specific, timely, and focused on growth. It’s not about being nice or mean—it’s about being clear and helpful.
Your job as a leader is to develop your team, and that requires honest conversations about what’s working and what needs to change. Skip the avoidance, ditch the sugar-coating, and have real conversations that move people forward.
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