Feedback works when the other person can understand what happened, why it mattered and what to do next. Vague praise and personality-based criticism offer very little direction.
In this article
Describe observable work
Start with what you saw, heard or reviewed. “The handover omitted the customer deadline” is clearer than “you are careless”. Evidence keeps the conversation anchored to work that can change.
Separate intent from impact. Someone can mean well and still create a problem that needs to be addressed.
Choose a useful time and setting
Give routine feedback close enough to the event that details remain clear. Use a private setting for corrective conversations and allow enough time for the person to respond.
Make it a conversation
Ask what the person noticed, what influenced their decision and what they would do differently. Their answer may reveal missing information, conflicting priorities or a process problem.
Listening does not remove accountability. It makes the next action better informed and more likely to work.
Agree one clear next action
Translate the discussion into a specific behaviour, standard or result. Confirm the support available and when the change will be reviewed.
| Less useful | More useful |
|---|---|
| Be more proactive | Raise a delivery risk as soon as the deadline is likely to move |
| Communicate better | Send the decision and owner after each client call |
| Great job | Your summary made the decision and next step easy to find |
Build feedback into ordinary work
Do not save every discussion for an annual review. Short, proportionate feedback after real work makes expectations easier to understand and reduces surprises.
- Use evidence
- Explain the impact
- Invite context
- Agree the next action
- Follow up
The aim is not to win a conversation. It is to improve the next piece of work while preserving clarity and respect.
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