A continuación, te explicamos cómo puedes ofrecer comentarios que conduzcan a resultados positivos para ambas partes.

Building trust is the first key step before giving feedback. Make sure your team members know they are valued and that you understand them by really listening to what they say and recognising their hard work. When they trust you, they see feedback as help, not as criticism. Start each feedback session with empathy and show that you're there to support them. This makes everyone more open to talking honestly and leads to better results for everyone involved. Feedback should be focused on building up the positive areas of performance, and helping to lift up those parts that need improvement.

Praise in public and coaching sessions need to be in private! When it comes to coaching sessions, be respectful, tactful, truthful, and genuine. The conversation could go something like this: “Allison, I wanted to touch base on the project XYZ we are working on. How is that going? (Listen) You have a lot of knowledge in XYZ….. and you appear to be taking on work that is not needed. My ask is for you to delegate (be specific with tasks) to your supervisor so you can focus on the other projects that require your expertise. Plus, this will allow your supervisor to grow and learn too, which is a win-win. What are your thoughts? How can I help?“ The words YOU NEED, YOU BETTER, YOU HAVE TO, are fighting words, and they won't work.

The sandwich approach may seem like a great tool, but in reality it doesn't work because it undermines any positive feedback you're offering. Keep your positive and negative feedback separate. And break down difficult topics into less formal and more frequent conversations.

Antes de qualquer feedback, é crucial estabelecer a confiança entre as partes. Sem essa base sólida, o feedback perde sua eficácia, pois há incerteza sobre as intenções por trás das palavras. Quando a confiança está presente, o feedback é recebido como uma ajuda genuína, e não apenas como uma conversa vazia. Isso cria um ambiente seguro onde as pessoas se sentem valorizadas e abertas ao crescimento. Portanto, invista primeiro em construir essa confiança mútua—ela é o alicerce que sustenta feedbacks realmente transformadores.

Focus on specific behaviours or outcomes rather than vague generalisations. Clearly describe the situation, what happened, and its impact, so the recipient understands exactly what you're addressing.

When giving feedback, it's crucial to be precise. Avoid general comments that can be misunderstood or ignored. Instead, mention specific situations and actions that either need improvement or deserve praise. For example, instead of saying 'You need to work on your punctuality,' you could say 'I noticed you were late three times last week, which disrupted our morning meetings. Let’s discuss how we can improve this. What can I do to help?' This approach clarifies the feedback and makes it easier for your team member to understand and act on it, leading to more effective improvements.

No feedback, a especificidade é fundamental. Para que a mensagem seja eficaz, é crucial que as partes sejam claras e objetivas no que dizem. Use exemplos concretos, aponte práticas ou comportamentos que precisam ser melhorados e mostre os caminhos para isso. Evitar generalizações e comunicar de forma direta elimina espaços para interpretações erradas, garantindo que o feedback seja compreendido e tenha o impacto desejado. A clareza não só facilita a correção de rotas, mas também fortalece o entendimento mútuo e promove o crescimento.

Feedbacks eficazes são dados no momento certo: logo após o evento. Se a postura em uma reunião não foi adequada, um relatório saiu fora do padrão, ou um prazo não foi cumprido, não espere para conversar. Aborde o colaborador imediatamente. O impacto é maior quando a situação ainda está fresca na mente de todos, permitindo que os pontos sejam discutidos com clareza e foco. Essa abordagem imediata não só corrige o problema de forma mais rápida, mas também reforça a importância de agir conforme as expectativas, promovendo um ambiente de aprendizado contínuo.

When delivering feedback, it’s essential to recognise that managers don’t have all the information about every situation or perspective. Start by sharing observable behaviors, such as missed deadlines or a decline in work quality. Communicate your intention to support their improvement. Invite them to share their perspective and the context behind any challenges they’re facing. Offer guidance and support, and work together to set clear goals. Finally, ask for feedback on how they would like you, as their manager, to support them in achieving these goals. This approach fosters a collaborative and positive outcome for both parties.

I agree with my esteemed colleagues. Feedback addresses what happened in the past. The past is in the past. Why harp on it? Time has moved on. Focus on the future. Shift from feedback to feed forward. What could I/you do more? What could I/you stop doing? What could I/you do differently?