Delivering Constructive Feedback

We all know that feedback is essential for personal and professional growth. Yet, delivering feedback seems like an exhausting task. While we all want feedback, providing it to others can sometimes feel uncomfortable or even confrontational. However, when you do it correctly, feedback can kickstart positive change and encourage a culture of continuous improvement within teams and organisations.

In my opinion, a well-delivered feedback offers individuals valuable insights into their strengths and areas for development, enabling individuals to refine their skills and reach their full potential. In a professional setting, feedback fuels organisational growth by enhancing employee performance, productivity, and engagement.

By providing feedback, mentors and colleagues contribute to a culture of learning and development where individuals feel supported and empowered to excel. In this blog, let us discuss how to effectively deliver constructive feedback and navigate potential pitfalls to ensure that it is received positively and acted upon constructively.

How to Give Constructive Feedback

1. Use the Sandwich Approach: 

Empathy is important in any conversation. We all love it when someone sings our praises. Begin with positive feedback to acknowledge strengths or accomplishments, followed by areas for improvement, and conclude with encouragement or showing faith in their ability. This approach helps balance criticism with recognition, making feedback more digestible and motivating. End the feedback sandwich with a final layer of positivity, encouragement, or reassurance, along with actionable items that the individual can take for consistent success. This closing phase reinforces the individual's potential for growth and highlights your belief in their ability to succeed. 

Remember, effective feedback is not just about pointing out flaws; it's about nurturing potential, building confidence, and empowering individuals to realise their fullest potential.

Harvard business review says there should be a 6:1 ratio between positive and negative feedback for high-performance teams. Include this research in this segment.

Pro-Tip:

You can start by stating the improvement you have noticed since they started working with you. Be as honest as you can possibly be and use the above-mentioned approach.

I had once told my boss that I gained a lot of experience working with him regardless of the rocky start we had on the project. We both weren’t on the same page as it was our first time working together. But I followed that up by thanking him for taking the time to ensure I understood what was expected of me and what the division of labour would look like.

He appreciated my honesty as it followed the sandwich approach. 

Trust me when I say that I have used the above approach often and in both my personal and professional conversations. This approach leads to fruitful conversations that do not lead to confrontation.

2. Be Specific and unbiased: 

Provide specific examples without targeting the individual personally to help the person understand your points when delivering feedback. Avoid using vague statements and focus on observable behaviours or outcomes. Additionally, frame feedback objectively, emphasising facts rather than opinions or assumptions. I prefer a one-on-one meeting, being clear about what I’d like to discuss and allowing my team members the time to prepare. By focusing on observable outcomes, I ensure that the feedback is grounded in tangible evidence rather than subjective opinions.

That being said, don't take an accusatory tone unless confrontation is your intention.

Confrontation leads to a fallout. Rarely, if ever, do people come back to being genuinely cordial with one another post-confrontation.

But if you intend to build a long-lasting relationship and help the individual improve, you should be specific without being confrontational.

I will give you a personal example:

I was given a problem to solve on one of my first projects. The solution seemed obvious to me, and in my early excitement, I shared my candid thoughts with the client. However, upon further assessment, I realised that the proposed solution was not deployed by design as it had a downstream impact, which I hadn’t assessed yet.

In the above situation, of course, I was reprimanded. My mistake was highlighted uncertainly; however, my boss did not get confrontational. He showed empathy. He said that he understood it was my first project and would take care of the backlash from the client. Additionally, he asked me to keep him posted till I got familiar with the workings of this project. I was grateful for his generosity and apologised for my mistake, even though I didn’t know better. 

The above situation could have been handled horribly if there was no empathy and there was a focus on assigning blame to an individual. 

3. Focus on Scope for Improvement:

Critique actions rather than personal traits or characteristics. When someone feels attacked or criticised personally, they are more likely to become defensive and less receptive to feedback. Instead, we can foster a more productive and collaborative discussion by directing the feedback towards specific actions. If the person does get defensive, reply to them with compassion. Even if they misinterpret you, it doesn’t mean you failed to deliver your message. Feedbacks are interpretations, not hardcore facts! 

Instead of merely pointing out flaws, provide suggestions for improvement. Discuss strategies or resources that can support the individual in addressing identified areas for development. Give them examples of when you’ve used these strategies to overcome your shortcomings while building your career. By sharing our own experiences, we provide practical guidance and demonstrate empathy and understanding.

4. Encourage Dialogue and Reflection: 

Create an open and safe environment for dialogue where people can ask questions, seek clarification, and express their perspectives. This means actively listening to their concerns, being receptive to their perspectives, and validating their contributions to the conversation. In my interactions with team members, I make it a point to ask thought-provoking questions that prompt self-reflection and critical thinking. I encourage individuals to consider their successes, challenges, and lessons learned, fostering a culture of continuous improvement and self-discovery.

5. Be open to taking feedback:

I believe receiving feedback is as important as giving feedback. By receiving feedback, you learn more about yourself and your leadership skills. It's important to be open to accepting your feedback, not just expect it from others. Managers and bosses should have one-on-one conversations to understand how they can help their team succeed in their chosen field. Not everyone is made the same. Some people need written action points with deadlines to prioritise their work and do better. Some thrive in the chaos of their everyday life. Some prefer working in the morning while the other half are most creative when everyone else is asleep in the middle of the night.

The world has changed and we have to adapt to this changed environment. One size does not fit all and the new-age managers must acknowledge this fact. Feedback is something that everyone needs, even if some may not believe it. It helps us improve and become better versions of ourselves. However, it's not just about giving feedback - how it's delivered is just as important. Mentors and Bosses should try to balance criticism with positivity, empathy and potential solutions. You can learn how to give effective feedback by studying the science behind it and practising the art of sharing it.

Constructive feedback is useful in various situations, including:

1. Performance Reviews: 

Scheduled performance evaluations provide an opportunity to discuss strengths, accomplishments, and areas for development. Feedback during performance reviews helps employees set meaningful goals and create action plans for professional growth. I see performance reviews as more than just a formal evaluation process. They provide a valuable opportunity to engage in meaningful conversations about individual progress and development.

During performance reviews, I aim to celebrate achievements, acknowledge strengths, and discuss areas for improvement. I ask about their professional goals so that I can assist in making them a reality. By setting clear goals and action plans collaboratively, I empower colleagues to take ownership of their growth trajectory and strive for excellence. 

2. Project Reviews:

After completing a project or task, offer feedback to assess performance, identify lessons learned, and improve future outcomes. Discuss both successes and challenges encountered throughout the project lifecycle. I have led numerous projects throughout my career, I understand the importance of feedback and how it helps with project success.  

Pro-tip:

I prefer giving feedback based on tasks. This way the tasks performed in the future will not have the similar mistakes. Additionally, I do not make corrections to their tasks unless they ask me for help. We learn from our mistakes. And moreover, we learn from doing the task.

Definitely give credit where it is due.

“Appreciate in public and reprimand in private” that should be the manager's motto.

3. Conflict Resolution: 

In situations of conflict or disagreement, feedback facilitates resolution and fosters understanding. Conflict is inevitable, but it is also an opportunity for growth. I usually approach conflict with empathy and a desire to see and understand it from all perspectives. I aim to strengthen relationships and develop a team dynamic by addressing their concerns and collaborating on solutions.

Pro-tip:

Most of the time, lack of effective communication is the reason for conflict.

Make time to understand where they come from. Do not take sides, rather help them see the other person’s point of view. This will help them work better in the future. Divide and rule might have worked in the past, but now it is all about collaboration.

4. Skill Development: 

I'm passionate about supporting my team members' professional development journey. I provide ongoing feedback and support to nurture continuous learning and skill enhancement, empowering team members to reach their full potential.

Some managers seem to worry more about meeting company goals than developing talent and an environment that nurtures talent. Skill development not only means learning about a particular track, domain, or task, but it also means learning soft skills.

Many employees want new opportunities to expand their skills and to identify their strengths. As managers, it is our responsibility to help with these opportunities. I have always tried to introduce my team members to other colleagues who can help them improve a skill or even provide them a chance to perform a task to learn the skill. Additionally, I assure them that I will assist in any way possible so they can seize the opportunity with sheer determination.

Delivery of constructive feedback impacts its reception and effectiveness in helping individuals grow and improve. Therefore, it is crucial to approach feedback conversations with empathy, humility, and a sincere desire to help others succeed. Remembering that feedback is a two-way street and fostering open communication builds team trust and collaboration. When given carefully and intentionally, feedback is a valuable tool to transform individuals and organisations. Let's create a culture of growth and collaboration by mastering constructive feedback delivery.