A continuación, te explicamos cómo puedes dar una retroalimentación que sea bien recibida y no se tome como algo personal.

When it comes to feedback, it's an area for improvement.The most imp aspect is how you deliver it, f/b should be given at the right time, preferably during a 1:1, rather than reacting in the moment/ in front of the team. Sometimes, u need to take accountability for coaching them in areas that will benefit the team, focusing on how it will help their career rather than highlighting the issue.To handle tactical issues, start by giving hints to help them understand their challenges & share ur observations. If no changes occur, highlight the specific areas they are missing & offer help.If progress still doesn't happen, be direct in the next meeting & provide a solution to follow for a week. Don't just give feedback; offer the necessary support!

Giving feedback that is well-received and constructive hinges on choosing the right timing—a principle I've honed over years of leadership and coaching. Opt for moments when the recipient is most receptive, such as after a project's completion or during a private, scheduled meeting. Avoid delivering feedback during stressful times or in front of others, which can lead to defensiveness or embarrassment. By respecting the individual's emotional state and workload, you create a supportive environment where feedback is seen as guidance rather than criticism. This approach fosters openness and encourages continuous improvement, nurturing a positive and productive team dynamic.

Feedback is considered to be the breakfast of champions. Hence, giving & receiving feedback is indeed an important aspect of one's career pathway. However, sharing feedback by choosing a time frame is very important, as the recipient should be in a position to accept what is being said to him / her and take proper steps to work on the same, specifically if the feedback is all about their areas of improvement in certain areas. However, if the feedback is all about appraising their performance, well, in this regard, every moment is suitable as it is going to boost up their morale & enhance their effectiveness at work.

I absolutely agree with giving feedback that is specific and to the point. Beating around the bush simply doesn't help, as it doesn't give any sort of clarity to the feedback seeker in terms of how to improvise on certain skills that are being expected from him / her at work. Being specific about the issue brings in more clarity, thereby making the feedback more constructive in nature.

One of the most common mistakes leaders make is they don’t set the expectations clearly and make them understand the importance of the feedback, I feel aligning the team members is very important and every leader must focus on following when giving feedback: 1. TTT ( Tell them why feedback is important, Telling them the purpose of the feedback Tell them what you have told them) 2 Clear expectations that feedback is for Feedforward 3. Set clear goals post feedback does and don’t. 4. Appreciate team members whenever leader see small improvement

Postive start for any feedback builds confidence and intent to listen to any critical feedback. This will be helping the team to focus rather than disowning the task that require improvement

While sharing feedback, the following factors should be considered - In the beginning of the conversation, the strengths of the feedback receiver should be highlighted by making them feel that their contribution towards the overall growth of the organization is worthy. Then the area of improvement where they are lacking should be specifically highlighted, and measures should also be suggested in terms of how they can improve on the skill in which they are lacking. Finally, a few more inspirational words, such as - Please feel free to reach out to us in case of any concerns or let us know how we can help you perform even better in your endeavors. Such an approach creates a healthy atmosphere for both the feedback giver and receiver.

Starting with positive feedback, appreciation for what he did well boosts his confidence and desire to do better. This can be followed by the areas where he did well but could have done better. At the end of the, we need to tell him, where he needs to put in more efforts. Being a trainer/mentor, it’s our responsibility to tell him the ways he can improve or learn his specific skills. We should be approachable to the candidates so that without any hesitation he can take our help. Encourage him to do some self development courses or subject specific..

S.B.I is my fave model for helping to do this. Situation: what are examples of the behaviour coming to life ie in a client meeting, in the presentation, when delivering the proposal Behaviour: what action was taking or not taken ie someone interrupted, there was a lack in attention to detail, the speaker was monotone Impact: what outcome did this behaviour in that moment lead to? The other team member felt disrespected, the client received a document full of errors and has now lost trust in us, the message didn’t land Simple but clear and effective

Quando o líder realiza o feedback baseado em fatos, fornecendo exemplos da situação e destacando o que precisa melhorar para atingir os objetivos da área, a pessoa poderá compreender melhor e evitará que leve o feedback para o lado pessoal.

Feedback is being shared with individuals to bring about certain improvements in their "Way Of Working" (WOW). Yes, I do completely agree with the fact that how we put across the area of improvement without hurting the sentiments / emotions of the receiver matters the most. While sharing feedback, we should take care of all the nitty-gritty aspects, like, for example, rather than directly putting it across to the individual as "you are bad at data analytics," we can put it across as "you are superb with all your skills; however, if you can invest a little more of your time in learning data analytics, it would be more helpful." You may take up certification courses, which would eventually help you gain expertise in that specific domain.

Continuous support in terms of helping individuals achieve their goals or with regard to working towards the feedback being shared is of utmost importance as it acts as a bridge to cover up the gap of deficiencies and open up the doors of possibilities, leading towards a ray of hope for them to flourish in their journey further. Coaching, mentoring, and appropriate guidance can surely strengthen the bond between the manager and the employee, which would result in a more productive and healthy work environment.

Um plano de ação colaborativo pode ser uma ferramenta poderosa para garantir que o feedback seja bem entendido e implementado de forma eficaz. Juntos, estabeleçam metas específicas e mensuráveis para abordar as áreas de melhoria identificadas. Isso ajuda a alinhar expectativas e garantir um entendimento mútuo dos objetivos a serem alcançados. Distribua responsabilidades de forma justa e clara. Cada parte deve entender seu papel no plano de ação e como suas ações contribuirão para os resultados desejados. Reconheça e celebre as conquistas alcançadas ao longo do processo. Isso não apenas motiva as partes envolvidas, mas também fortalece o relacionamento de trabalho.