Feedback that works: a practical guide for managers
Most managers avoid feedback because it feels uncomfortable. A simple structure makes it easier for both sides.
Many managers wait for the annual review to give feedback. By then, the moment has passed and the person is surprised. Others give feedback so softly that the message is lost.
Good feedback is specific, timely and focused on behaviour. It is a normal part of work, not a special event.
A simple structure
Use three parts: what you saw, the effect it had, and what you would like next time.
Make it a conversation
After you give feedback, ask for the other person's view. They may have context you lack. Agree the next step together.
In many teams here, people will not disagree openly with their manager. Ask a direct question such as "What did I miss?" to make it easier.
Good feedback is a normal part of work, not a special event.
Positive feedback matters too
Use the same structure for things that went well. "In the meeting, you summarised the options clearly. It helped the director decide quickly. Keep doing that." Specific praise tells people what to repeat.
Common mistakes
A simple structure
- Situation and behaviour: "In this morning's client call, you interrupted the client twice."
- Impact: "They stopped sharing details after that."
- Request: "Next time, let them finish, then summarise what you heard."
Common mistakes
- Waiting too long
- Talking about personality rather than behaviour
- Giving feedback in front of others
- Mixing several issues into one conversation
Key points
- Describe the behaviour, its impact and what you want next time.
- Ask for the other person's view and agree the next step.
- Give specific positive feedback as often as corrective feedback.
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